Progress in Improving Project Management at the Department of Energy 2001 Assessment (2001) / Chapter Skim
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2 Overarching Issues
2 Overarching Issues
Pages 15-21
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From page 15... ...
Since January 2001, the committee has continued to evaluate DOE project management policies and procedures and assess project performance. The committee believes that DOE project management will improve only if senior management, indeed managers at all levels, demonstrate their support and commitment by taking an active role in project reviews, accepting responsibility for management procedures and project performance, and clearly defining management expectations.
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From page 16... ...
The committee's optimism is based on its understanding that the following will be components of the new program and project management approach in DOE: Increased project management discipline, Implementation of professional development for project managers, Greater emphasis on project justification and mission need, Definition of options and decision points for project termination or change, Greater emphasis on accountability and responsibility for project performance, Expanded roles and responsibilities for OECM in approving projects, Formal quarterly program reviews by the deputy secretary, Clearly defined expectations for project performance, Recognition of DOE's role as an owner, Formal, clearly defined project performance and management metrics, Change in DOE culture driven from the top, Attention by the secretary, deputy secretary, and CFO, and Consolidation of management and administration, contracting, and project management under the CFO. Similar DOE management goals were endorsed by the committee in the Phase II report and the January 2001 letter report.
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From page 17... ...
STRATEGIC PLANNING The Phase II report was concerned not only with DOE doing projects right but also with doing the right projects. However, the committee was unable to find documented justification for most projects, including new projects, and so could only note the absence of identifiable strategic plans for DOE as a whole and for the PSOs individually.
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From page 18... ...
Although many projects are managed successfully, especially those identified as outstanding examples in the OECM October 2000 project management workshop awards, there are still large projects where DOE is not executing the role of owner with respect to oversight and management of contracts and contractors and is not in effective control of these projects. As stated in the Phase II report, DOE needs to become proficient in the role of owner; and DOE project managers should become knowledgeable owner's representatives.
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From page 19... ...
It believes that significantly greater progress should have been made in the more than 2 years since the issuance of the Phase II report. The committee recommends that DOE initiate a program of project process improvement, following an established statistical process control or continuous quality improvement procedure such as the well-known six-sigma process, which follows five steps: define, measure, analyze, improve, and control (DMAIC)
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From page 20... ...
Also, the secretary of energy and the deputy secretary/secretarial acquisition executive were in great need of a responsive organization they could rely on for accurate, unbiased project management information, advice, and early warning of problems. The Phase II report accordingly recommended the establishment of an office of project management, at the level of assistant secretary, reporting to the deputy secretary, with department-wide project management functions and responsibilities.
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From page 21... ...
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.
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