Progress in Improving Project Management at the Department by National Research Council, Division on Engineering and

By National Research Council, Division on Engineering and Physical Sciences, Board on Infrastructure and the Constructed Environment, Committee for Oversight and Assessment of U.S Department of Energy Project Management

In 1997, Congress, within the convention file, H.R. 105-271, to the FY1998 power and Water improvement Appropriation invoice, directed the NRC to hold out a sequence of exams of venture administration on the division of strength (DOE). This file, the 2003 overview, is the ultimate one in that sequence. It offers an exam of DOE's development in bettering software administration over the last 3 years together with the Department's reaction to the ideas of the former checks during this sequence. as well as assessing DOE’s growth, the file additionally describes possibilities for extra development and offers a analysis for destiny developments.

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Extra info for Progress in Improving Project Management at the Department of Energy: 2003 Assessment

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3 requires the implementation of EVMS on all projects over $20 million TPC (DOE, 2000b). The committee saw evidence in project management awards documents and in briefings to the committee that EVMS is being or will be used on projects below $20 million TPC. The application of EVMS is necessary for all projects that are monitored through the PARS database. From an examination of PARS data, the committee is concerned that the quality of EVMS department-wide is inconsistent. 3. EVMS is a critical part of project controls, and at this time there is no way of knowing if the reported data are accurate and reliable.

Ensure that user/client decisions are made in a timely manner to avoid project delays. • Provide objective, standard methods for assessing project risks and uncertainties, and assign realistic budgets, schedules, and contingencies. • Give the assigned project manager authority to control the project budget and schedule (including contingencies). • Institute contracting methods that select contractors who are committed to the goals of the project and the organization. Develop contract management procedures that hold contractors accountable for performance without creating a counterproductive adversarial atmosphere.

The committee is encouraged by the fact that some field units, such as Los Alamos National Laboratory (LANL), have taken the initiative to provide needed career development training and just-in-time training for project teams, and to establish internships to develop the project directors who will be needed on current as well as future projects. These frontline personnel appreciate the immediate needs for training and professional project management certification, despite the long period of time required to develop a DOE-wide program.

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