Progress in Improving Project Management at the Department of Energy 2002 Assessment (2003) / Chapter Skim
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4. Human Capital
4. Human Capital
Pages 19-27
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From page 19... ...
DOE management should note that a properly conducted training program is not only a means for enhancing fundamental project management skills but also a primary means for communicating management approaches and expectations for how project management will be conducted in DOE. KNOWLEDGE, SKILLS, AND ABILITIES Project management is an endeavor that requires judgment, management skills, technical knowledge, and experience.
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From page 20... ...
To be effective as a project manager representing the owner, personnel need to possess the appropriate technical knowledge and experience to understand the owner's perspective. For example, technical issues in DOE projects often require project managers to have educational backgrounds and project experience in civil engineering, architecture, mechanical engineering, chemical engineering, environmental engineering, or other disciplines.
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From page 21... ...
Based on the committee's experience, this figure is surprisingly low given the magnitude of the capital acquisition and environmental remediation programs at DOE, even taking into account the possibility of inconsistent language in position descriptions and misunderstanding on the part of the individuals who do not classify themselves as project managers. Many DOE personnel have not seen themselves as project managers, nor have they been seen as such by past
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From page 22... ...
This suggests that one DOE project manager oversees $56 million in annual expenditures, with a total expenditure for project management of less than 5 percent and a ratio of 1 DOE person to 11 contractor personnel in management, which may be low for that type of project The committee does not have sufficient data to evaluate what these DOE project managers are doing or not doing, or what the appropriate number of federal project managers should be on a project, but it is concerned about the apparent high value of the work being overseen by each project manager. The committee also perceives that the number of DOE personnel (115)
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From page 23... ...
TRAINING AND CAREER DEVELOPMENT Project managers need ongoing training and professional development to perform proficiently and to become capable of discharging increasing responsibilities. In addition to training for the presently designated project managers, there should be training for aspiring individuals who demonstrate potential to
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From page 24... ...
In January 2001, DOE began to formulate a program to address the training and development of project managers. This effort, known as the Project Management Career Development Program (PMCDP)
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From page 25... ...
The PMCDP appears to effectively address the program manager aspect of the human capital equation but may not adequately address the needs of the concomitant support staff. FINDINGS AND RECOMMENDATIONS Finding: There is reason to believe, based on the reported numbers of DOE project management personnel and the volume of DOE projects, that DOE is understaffed in the area of project managers and essential project management support staff.
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From page 26... ...
In a previous report, an NRC committee recommended that DOE should "develop and maintain a cadre of professional certified project managers who would be assigned to manage DOE projects for all program offices" (NRC, 1999, p.
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From page 27... ...
1999. Acquisition Career Development Program (O 361.1)
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