Assessment of the Results of External Independent Reviews for U.S. Department of Energy Projects (2007) / Chapter Skim
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C Summary Notes of a Workshop on DOE EIRs
C Summary Notes of a Workshop on DOE EIRs
Pages 45-62
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From page 45... ...
The Committee on Assessing the Results of External Independent Reviews for U.S. Department of Energy Projects conducted a fact-finding workshop to solicit comments and opinions from DOE staff, including project directors, program and project management support managers from the Office of Engineering Construction and Management (OECM)
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From page 46... ...
OECM will provide the contract for employing the EIR contractor, but PSOs programs will be responsible for selecting the contractor and planning the review. EIR contractor: EIRs provide exposure to lessons learned on past projects and training opportunities for less experienced project directors assigned to the smaller projects.
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From page 47... ...
Most infrastructure projects are developed as design-to-budget projects, and DOE needs to know that what is proposed can be accomplished for the allotted budget. Program/PMSO manager: If O 413.3 is revised as proposed, the project management support office in SC will conduct independent reviews of all projects with TECs between $5 to $100 million, including laboratory infrastructure projects.
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From page 48... ...
EIR contractor: Problems can arise because the IPR and EIR teams are competing for the same project resources to conduct their reviews, but this can be overcome with sufficient planning and coordination. Committee: Do joint IPR/EIR reviews blur the lines of accountability for the outcome of the review?
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From page 49... ...
Committee: If the IPR addresses scope and the EIR cost and schedule, is it helpful to the EIR team if there is an IPR prior to the EIR? EIR contractor: Yes, it is necessary to set the scope before the cost and schedule can be validated.
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From page 50... ...
The external perspective is important for the larger projects but it creates an adversarial atmosphere between the PSO, the OECM, and the EIR contractors. FPD: FPDs do not feel that they can influence the scope or focus of the EIR.
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From page 51... ...
The results were very productive. EIR contractor: For a recent project, the contractor developed a review plan, which was then distributed to OECM, the program, and project for comments.
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From page 52... ...
EIR contractor: The EIR usually does not address the qualification of individuals, but will usually comment if a potential problem is observed. Program/PMSO manager: The EIR teams often comment informally about the performance and potential performance of the project team.
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From page 53... ...
EIR contractor: For a large project whose review may take several weeks, there are periodic briefings of findings rather than a single briefing at the end of the review. This allows the project team to resolve most issues before the review team leaves the site.
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From page 54... ...
The EIR contractor is providing recommendations, but it is up to OECM to determine what is required from the project before it is allowed to proceed and up to the program to determine what requires long-term attention. VALUE OF EXTERNAL INDEPENDENT REVIEWS Committee: Is there a sense that EIRs result in a better outcome for a project?
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From page 55... ...
There are instances when problems arose because the designs were not ready for construction or the project team did not understand the bidding market, but the IPRs and EIRs did not assess those aspects of project management. Committee: Should the review team have recognized these issues as a threat to the project baseline?
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From page 56... ...
EIR contractor: Contractor performance is reviewed annually by OECM, but there is no feedback on particular projects. OPPORTUNITIES FOR IMPROVEMENT Committee: Could the composition of the EIR team be improved by including people designated by DOE as having the required expertise?
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From page 57... ...
Committee: During the project reviews the committee heard that early planning and close coordination with the project team, on-site participation of OECM, and discussion of preliminary findings led to an effective review. Is there anything to add to this list?
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From page 58... ...
• Who should be responsible for tailoring the review? • Should EIRs be tailored by adjusting duration, team expertise, issues/project management documents reviewed, or other aspects?
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From page 59... ...
Documentation of EIRs and Corrective Actions • Is the review plan formulated jointly by the program office, the OECM, the review contractor, and the project team documented sufficiently? Do all parties have a clear understanding of the EIR objectives?
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From page 60... ...
Scott Dam, Logistics Management Institute, EIR contractor Mike Donnelly, DOE, Office of Engineering and Construction Management Joe Eng, DOE, Office of Science* Gregg Flett, Oak Ridge National Laboratory, M&O contractor*
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From page 61... ...
Dan Lehman, DOE, Office of Science Katy Makeig, DOE, National Nuclear Security Administration Caryle Miller, DOE, Office of Science John "Bill" Newton, Jupiter Corporation, EIR contractor Jeanette Norte, DOE, National Nuclear Security Administration, Sandia* Andrew Reape, Project Time and Cost, EIR contractor Jay Rhoderick, DOE, Office of Environmental Management Steve Rossi, DOE, Office of Engineering and Construction Management Lisa Saldano, DOE, Office of Engineering and Construction Management Jehanne Simon-Gillo, DOE, Office of Science Jack Stellern, Oak Ridge National Laboratory, M&O contractor*
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