The U.S. Department of Energy has been at the center of many of the greatest achievements in science and engineering in this century. DOE spends billions of dollars funding projects - and plans to keep on spending at this rate. But, documentation shows that DOE's construction and environmental remediation projects take much longer and cost 50% more than comparable projects undertaken by other federal agencies, calling into question DOE's procedures and project management. What are the root causes for these problems?
Table of Contents |
skim chapter | |
|---|---|---|
| Front Matter | i-xii | |
| Executive Summary | 1-9 | |
| 1 Department of Energy Projects | 10-22 | |
| 2 Project Management | 23-49 | |
| 3 Use of Project Reviews to Improve Execution | 50-56 | |
| 4 Acquisition and Contracting | 57-70 | |
| 5 Organizing for Excellence in Project Management | 71-80 | |
| Appendix A Evidence of Problems With DOE Project Performance | 81-96 | |
| Appendix B Communication of Project Costs and Durations | 97-105 | |
| Appendix C Characteristics of Successful Megaprojects or Systems Acquisitions | 106-114 | |
| Appendix D Biographies of Committee Members | 115-120 | |
| Appendix E Committee Meetings and Activities | 121-129 | |
| Glossary | 130-134 | |
| Acronyms | 135-137 | |
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