Progress in Improving Project Management at the Department of Energy 2001 Assessment (2001) / Chapter Skim
Currently Skimming:
Executive Summary
Executive Summary
Pages 1-10
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 1... ...
The Phase II report recommended, inter alla, that DOE develop policies, procedures, models, tools, techniques, and standards; train staff in their use; and require their use on DOE projects. It recommended further that DOE should develop and deploy a compre1
|
From page 2... ...
Not all the findings and recommendations in the Phase II report are repeated in the body of this report, although the committee continues to endorse them, so this report should be used in conjunction with the Phase II report. OVERARCHING ISSUES The new secretary of energy, the deputy secretary, and the CFO were briefed on the recommendations of the Phase II report (NRC, 1999)
|
From page 3... ...
The committee is aware that not all of the recommendations in the Phase II report could have been accomplished in the 2 years since it was released, but it does believe that much more progress could have been made. The committee recommends that OECM should be budgeted, staffed, and empowered to become the center of excellence in project management and the central manager for oversight and approval of all capital projects in DOE.
|
From page 4... ...
The committee reiterates the Phase II finding that improvement in project performance will require improvement in the front-end planning process, and that any improvement in front-end planning will require positive, aggressive action by all responsible parties. It should be noted that all the projects reviewed by or presented to the committee were initiated prior to the activation of the OECM, the establishment of the PMSOs, and the issuance of 0413.3.
|
From page 5... ...
Probability analysis has been used and misused as a tool for risk analysis. However, the failure to accurately identify the root causes of risk, including technical, environmental, and human factors, and the potential for common mode failure has led to underestimating risks on many DOE projects.
|
From page 6... ...
Nontraditional and innovative approaches, tools, and methods should be investigated for adaptation to DOE project conditions and use in DOE risk management, including those cited in this report and in the Phase II report (NRC, 1999, Appendix B) , such as systems analysis, event trees, causal loop diagrams, system dynamics, stochastic simulation, and other approaches that have been tested and shown to be valuable on similar projects or in addressing similar challenges.
|
From page 7... ...
The committee stresses the importance of developing and employing contracting methods, such as performancebased contracting (PBC) , that ensure accountability, adequately address risk, and focus the government and the contractor on achieving the outcomes sought.
|
From page 8... ...
The committee recommends that the PPM and PMP texts should be tailored to specific DOE requirements. It should be made clear which parts of the text constitute DOE required procedures and which parts reflect general advice on good project management practices.
|
From page 9... ...
DOE management should budget the funds required to accomplish the projected training objectives and should persist in mandating the accomplishment of individual career development objectives. CONCLUSIONS As stated in the Phase II report (NRC, 1999)
|
From page 10... ...
1999. Improving Project Management in the Department of Energy.
|
Key Terms
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.