![]() Improving project management in DOE will require changes in organizational structures, documents, policies, and procedures, as well as substantial changes in the culture of the department. As stated in the Phase II report, there is no “quick fix” for DOE’s problems. Much more time and attention will be necessary to achieve the goals set out in the Phase II report, and the committee recognizes that, until reforms have taken effect throughout the organization, project-management failures can be anticipated. In the 18 months since the Phase II report was published, DOE could not possibly have implemented all of the necessary project-management reforms or achieved a high level of excellence. The most important unresolved issues are: (1) the definition of the authority and scope of OECM (2) the provision of adequate financial and staff resources to improve project management (3) the development and implementation of contract performance-measurement systems (4) the design and implementation of an information-management system that can track contracts and contractor performance and feed information back into key decisions and (5) continued emphasis on close cooperation and trust within DOE and with its contractors that will be fundamental to the long-term effectiveness of project-management reforms.Īlthough the committee considers the organizational changes made so far as generally positive, they are only beginnings. However, a number of issues have not been resolved. Through actions taken to date, DOE has begun to address some of the core issues. The release of DOE Order O 413.3, “Program and Project Management for the Acquisition of Capital Assets,” and the DOE-wide Program and Project Management 2000 Workshop, both in October 2000, were also notable steps in the right direction and indicative of greater interest and involvement on the part of the deputy secretary and the chief financial officer (CFO) in project management.Īs stated in the Phase II report, effective and accountable project management should be a continuing priority for DOE and its leaders at all levels. In 1999, DOE established OECM and the PMSOs in three program secretarial offices (PSOs): the Office of Science, the Office of Defense Programs, and the Office of Environmental Management. The committee appreciates the cooperation and support of the Office of Engineering and Construction Management (OECM), the project management support offices (PMSOs), and the other elements of DOE.Ģ101 Constitution Avenue, NW, HA274, Washington, DC 20418 Telephone (202) 334 3376 Fax (202) 334 3370ĭOE has undertaken a number of initiatives to improve project management since the 1999 NRC report, Improving Project Management in the Department of Energy (the Phase II report), was published. The committee intends to seek further input from DOE headquarters, field offices, and projects, as well as from current, former, and potential DOE contractors, in subsequent efforts to determine how well project management reforms are working and what additional steps may be necessary for DOE to achieve excellence in project management. The letter consists of an overall summary, observations, findings, and recommendations relating to the general categories of recommendations in the Phase II report. It transmits the committee’s assessment of DOE’s progress and recommends additional actions to further improve DOE project management capabilities. This letter report is submitted pursuant to an agreement between DOE and NRC for a report six months after initiation of the study. ![]() The review and assessment were directed by the 106 th Congressional Committee of Conference on Energy and Water Development (House Report 106-336). The committee’s assessment is based on briefings by DOE staff and others involved with improving project management, a review of documents provided by DOE, and other relevant materials. Department of Energy (DOE) Project Management has completed its initial assessment of DOE’s progress in implementing the recommendations from the 1999 NRC report, Improving Project Management in the Department of Energy (the Phase II report), and related actions. The National Research Council (NRC) Committee on Oversight and Assessment of U.S. Re: Improved Project Management in the Department of Energy A dvisers to the N ation on S cience, E ngineering, and M edicineīoard on Infrastructure and the Constructed Environment
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