Progress in Improving Project Management at the Department of Energy 2001 Assessment (2001) / Chapter Skim
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Appendix C Phase II Report Findings and Recommendations
Appendix C Phase II Report Findings and Recommendations
Pages 101-107
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From page 101... ...
This program of reform is set out in the recommendations, culminating in the recommendation that an office of project management be established to implement these reforms and drive cultural changes in DOE. To be effective, the proposed project management office must include the staff necessary to support the project managers and must provide consistent methods and systems for cost estimation, risk analysis, contracting, incentives, change control, progress reporting, and earned value management.
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From page 102... ...
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.
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From page 103... ...
DOE should establish an organization-wide value-engineering program to analyze the functions of systems, equipment, facilities, services, and supplies for determining and maintaining essential functions at the lowest life-cycle cost consistent with required levels of performance, reliability, availability, quality, and safety. Value engineering should be done early in most projects, and project managers should take the resulting recommendations under serious consideration.
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From page 104... ...
DOE's failure to develop project management skills in its personnel is a fundamental cause of poor project performance. DOE has shown little commitment to developing project management skills, as indicated by the lack of training opportunities and the absence of a project management career path.
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From page 105... ...
To ensure that this program is realistic, practical, and state of the art, DOE should enlist the assistance of an engineer/construction organization with a successful record of training project managers. DOE should establish criteria and standards for selecting and assigning project managers, including documentation of training, and should require that all project managers be trained and certified.
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From page 106... ...
Recommendation. DOE should strengthen its commitment to contract reform focusing on the assessment and quantification of project uncertainties, the selection of the appropriate contract type and scope for each job, and increased use of performance-based incentive fees rather than award fees to meet defined project cost and schedule goals.
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From page 107... ...
Too many people in DOE act as if they were project managers for the same project, and too many organizations and individuals outside the official project organizations and lines of accountability can affect project performance. Finding.
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