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8 List of All Recommendations The recommendations in the report are here gathered in one place, listed by chapter. PROJECT MANAGEMENT POLICIES, PROCESSES AND PROCEDURES RECOMMENDATION 4-1: The committee recommends that DOE confirm, clarify, and expand DOE Order 413.3B to establish its applicability to all capital asset projects (not just construction and Major Instruments and Equipment and certain cleanup projects) and all EM projects, whether major systems projects or work carried out by a Management and Operating (M&O) contractor. The committee makes the following specific recommendations regarding the Order as well: 1. Pending the outcome of the NNSA pilot project, reduce the threshold value for applicability of Order 413.3B from $50 million to $20 million; 2. Continue applying the requirements of Order 413.3B to M&O contract work on capital asset projectsâthe latter including construction projects, major items of equipment and cleanup projects; 3. Clarify the definition related to project performance found at Section 3c(4), point 3 to calculate performance on aggregate value and not number of projects; and 4. Shift eligibility for project overruns, currently 10% per project, to be applied instead based on the aggregate value. RECOMMENDATION 4-2: DOE should clarify Order 413.3B to incorporate best practices with respect to dispute prevention and resolution, which will be of growing significance as EM implements the âend- stateâ contracting approach. Sources for such best practices include the Construction Industry Institute. RECOMMENDATION 4-3: EM should apply the requirements for Project Execution Plans equivalent to those in Order 413.3B to those projects that are not formally managed under Order 413.3B. PROJECT MANAGEMENT METRICS RECOMMENDATION 5-1: The committee recommends that as EM increases its project management (PM) and Office of Project Management (OPM) responsibilities using Indefinite Delivery/Indefinite Delivery (IDIQ) contracts, it should share and compare best project management (PM) practices with others across the U.S. government. To implement this, EM should form a âJoint Task Forceâ or less formal cooperative structure with Naval Facilities Engineering Command (NAVFAC) and other Base Realignment and Closure (BRAC) and Formerly Used Defense Sites (FUDS) program management organizations. RECOMMENDATION 5-2: DOE EM should implement a modification to its EVMS system that captures the projectâs temporal status more clearly and explicitly. Specifically, EM should immediately require that a revised Schedule Performance Index, SPI(t), which is the ratio of Scheduled Time of Work PREPUBLICATION COPY â SUBJECT TO FURTHER EDITORIAL CORRECTION 8-1
Performed (STWP) and Actual Time of Work Performed (ATWP), be reported to accurately track schedule performance. RECOMMENDATION 5-3: DOE EM should explicitly include the percentage (%) of cost over (under) run in their Project Success metrics dashboard, rather than the current âgreen/yellow/redâ metric to bring more transparency to cost performance. CONTRACT STRUCTURES RECOMMENDATION 6-1: EM should establish well-defined, outcomes-based intermediate end-states in its ten-year clean-up contracts. Any intermediate outcomes should have clear, measurable metrics to assess site-based (versus task-based) achievement of the defined end-states. EM should report progress on these metrics across the portfolio of end-state programs on a quarterly basis and such reports should represent a key EM performance measure. RECOMMENDATION 6-2: EM should structure task orders on a scale that is appropriate for defining intermediate outcomes, award fewer individual tasks. EM should apply to such task orders the same management oversight as currently required for a Major Systems Projects (MSP) exceeding the $750 million in total cost. CONTRACT MANAGEMENT METRICS RECOMMENDATION 7-1: To increase transparency in contractor performance evaluation the committee recommends that DOE-EM should ensure that the contracts it issues for cleanup work (1) create a consolidated set of unambiguous âsubjectiveâ criteria for similar types of cleanup activities, and (2) use these criteria in the evaluation of all contract performance across its portfolio. PREPUBLICATION COPY â SUBJECT TO FURTHER EDITORIAL CORRECTION 8-2