Skip to main content

Progress in Improving Project Management at the Department of Energy 2001 Assessment (2001) / Chapter Skim
Currently Skimming:

5 Project Reporting and Oversight
Pages 50-56

The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.


From page 50...
... The committee supports this initial step but is concerned that the system does not include analysis or automatic data collection tools. The committee believes that the PARS should be designed so that it supports the data analysis needed by project managers to evaluate project performance as well as the oversight needs of the PSOs, OECM, CFO, and the deputy secretary.
Read the entire page →
From page 51...
... A schedule to phase in reporting requirements in a manner that does not disrupt ongoing projects or cause unnecessary costs may be needed. Reporting cost data on an accrual accounting basis, rather than a cash basis, is critical for tracking and managing planned and actual cost information in any management information system.
Read the entire page →
From page 52...
... The contingency utilization index, discussed below, would reflect the change as a debit to the contingency. PROJECT OVERSIGHT DOE management needs to be able to detect potentially adverse trends in project progress and to distinguish them from mere random fluctuations in reporting.
Read the entire page →
From page 53...
... If the information is not timely it delays recognition of important project budget and contingency utilization data and skews project performance information being reported. The CUI should be reported in addition to the more standard measures CPI and SPI, as it is quite possible, for example, that the CUI is increasing (and therefore the contingency looks good)
Read the entire page →
From page 54...
... The committee supports the DP initiative to participate in the annual CII project management benchmarking survey and to use the CII database to identify best practices within DOE and to compare DOE performance with that of private industry. However, all DOE projects should be benchmarked, and this benchmarking should be consistent across the department.
Read the entire page →
From page 55...
... The committee had great difficulty in locating information documenting project decisions, the project management process, and project performance. DP is planning to participate in the CII benchmarking survey, but there is generally not enough consistent information to allow benchmarking project management performance within DOE or between DOE and other federal agencies and private industry.
Read the entire page →
From page 56...
... Recommendation. All DOE pacts should bc boncbm~cd within DOE ad bottom DOE and other ~dcr~ apcncics ad pave inane, ad this boncbm~ng should be consistent across the dop~mcnL FACES NRC (Noons Rese~cb Counc11)
Read the entire page →

Key Terms

  • project performance
  • performance index
  • doe projects
  • contingency utilization
  • project reporting

  • reporting period
  • utilization index
  • schedule performance
  • cost performance
  • doe project

  • earned value
  • accrued cost
  • mere random
  • detect potentially
  • project decisions

  • random fluctuations
  • budgeted cost
  • project progress
  • evaluate project
  • committee supports

  • actual cost
  • adverse trends
  • potentially adverse
  • doe management
  • specification limits

  • process limits
  • benchmarking survey
  • deputy secretary
  • cost information
  • extraction facility


    • This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
    More information on Chapter Skim is available.