Progress in Improving Project Management at the Department of Energy 2001 Assessment (2001) / Chapter Skim
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Appendix D Letter Report of January 2000
Appendix D Letter Report of January 2000
Pages 108-119
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From page 108... ...
The committee intends to seek further input from DOE headquarters, field offices, and projects, as well as from current, former, and potential DOE contractors, in subsequent efforts to determine how well project management reforms are working and what additional steps may be necessary for DOE to achieve NOTE: Reproduced from "Improved Project Management in the Department of Energy," letter from BICE Committee for Oversight and Assessment of U.S. Department of Energy Project Management Chair Kenneth F
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From page 109... ...
The release of DOE Order 0413.3, " Program and Project Management for the Acquisition of Capital Assets," and the DOE-wide Program and Project Management 2000 Workshop, both in October 2000, were also notable steps in the right direction and indicative of greater interest and involvement on the part of the deputy secretary and the chief financial officer (CFO) in project management.
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From page 110... ...
Although the PMSOs are positive additions to the new project-management structure, the committee believes that OECM would have a greater positive impact if it were elevated to the level of assistant secretary and reported directly to the deputy secretary; this would establish a peer relationship among OECM and the PSOs while maintaining consistent professional leadership for the office. The committee also believes that DOE project management and OECM would be more effective if the following OECM responsibilities were included in Order 0413.3: Specify project-reporting requirements.
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From page 111... ...
The committee recommends that OECM ensure that the career-development program provides DOE personnel with access to a variety of learning resources and training methods and that the curriculum addresses competency in team building, DOE policies, and general project-management tools and techniques. DOE should foster a climate of learning and cultural change by supporting projectmanagement personnel in obtaining professional certification and participating in professional activities.
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From page 112... ...
The PPMM and the PPMP are greatly improved over the previous DOE guidance documents, and the committee congratulates OECM and other contributors on their efforts. OECM has stated that they intend to revise and issue the documents as directives within the next year.
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From page 113... ...
Some individual projects have already reported earned value data in their quarterly reports, tEarned value management is a method of making an objective assessment of performance by relating the actual cost of work performed (earned) to budgeted costs.
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From page 114... ...
A consistent, earned value management approach would provide DOE project managers, program managers, and senior managers with an objective means of evaluating the status of projects, predicting future progress, and responding effectively to actual project conditions. Significantly more support from senior management including training, technical resources, and encouragement, will be necessary for EVMS to be implemented and used by DOE managers at all levels.
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From page 115... ...
The committee encourages DOE to continue implementing procedures to establish project baselines at an appropriate level of design completion and to implement other measures to improve the accuracy and reliability of cost and schedule estimates. DOE has developed a fairly detailed project-planning process as part of its capital budget cycle, which should promote effective planning of projects.
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From page 116... ...
PROJECT REVIEWS External Independent Reviews Language in the Energy and Water Development Appropriations Bill, 2001, indicates that Congress relies heavily on external independent reviews (EIRs) for objective project evaluations.
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From page 117... ...
Although Congress has promoted internal independent reviews, it is not clear to what extent current DOE procedures have addressed congressional concerns. Although internal reviews are not currently managed centrally, as was recommended in the Phase II report, OECM has been involved in a support role.
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From page 118... ...
Although OECM does not have direct project responsibilities, it should be an active participant in the IPT, which should address the risks and uncertainties that have plagued previous DOE contracting efforts. Because the IPT bears much of the front-end responsibility for contracting new projects, team members must be well versed in using performance-based contracting (PBC)
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From page 119... ...
KENNEDY, BE&K, Inc., Birmingham, Alabama MICHAEL A PRICE, Project Management Institute, Newtown Square, Pennsylvania 119
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