Progress in Improving Project Management at the Department of Energy 2002 Assessment (2003) / Chapter Skim
Currently Skimming:
8. Project Cycle Time Reduction
8. Project Cycle Time Reduction
Pages 49-56
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 49... ...
PREREQUISITES FOR REDUCING CYCLE TIME To reduce project cycle times, it is necessary that project management processes and procedures be consistent and effective. Previous NRC reports stated that the DOE project development process has not been in control of cost, schedule, or performance metrics; however, steps are currently being taken that are intended to bring the process under control (NRC, 2001a, 2001b, 2002a)
|
From page 50... ...
Absent a functioning portfolio management process, project proponents and DOE managers cannot reliably determine which projects are considered to be mission critical by DOE headquarters, so they propose more projects than can or should be funded. This situation generates a requirement for senior DOE management review points (critical decision points)
|
From page 51... ...
In the absence of reliable data, the committee tried to explain why management review at the critical decision points takes such a long time: The committee has observed that critical decision reviews often include polished PowerPoint presentations and even rehearsal sessions prior to the actual executive review. It takes time to prepare these presentations and get them reviewed and approved by managers up the line even before they reach the ultimate decision maker.
|
From page 52... ...
Therefore, a well-managed project should be planned such that adequate project justification and documentation, including acquisition plans and risk management plans, are standard parts of preproject planning, so that the preparations for project review presentations are not on the critical path. Project justifications are almost universally based on the premise that the proposed project is the only possibility, exactly as it is proposed, and that the only alternative to this specific project is no project.
|
From page 53... ...
This lack of trust in senior managers leads the senior managers, in turn, to not trust project proponents to brief them thoroughly or make the best decisions for the agency independently, whereupon they insist on making all the decisions themselves. COMPLEXITY INCREASES THE RISK OF DELAYS The nature of the DOE project development process encourages many projects to grow by accreting more scope and functions and by gaining internal or external political support until they become megaprojects.
|
From page 54... ...
DOE's deficiencies in project manager training, career paths, professional development, and related issues have been documented elsewhere. To deliver projects early and on budget, project managers must have authority and senior management support and must know how to use them to remove obstacles to project progress.
|
From page 55... ...
This initiative should be supported and continued. Recommendation: In addition to redefining end states, DOE EM should consider all possible methods for improving its project management processes, preparing its project managers, and achieving earlier project completion, some of which are outlined above.
|
From page 56... ...
Letter report, January. Washington, D.C.: National Academy Press.
|
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.