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PAPERBACK list:$31.75 Web:$28.57 add to cart Rights & Permissions Free PDF Access Free Resources Sign in to download PDF book and chapters PDF EXECUTIVE SUMMARY Display this book on your site! Related Titles Progress in Improving Project Management at the Department of Energy: 2003 Assessment The Owner's Role in Project Risk Management Other Related Titles Progress in Improving Project Management at the Department of Energy: 2002 Assessment (2003) Board on Infrastructure and the Constructed Environment (BICE) Web Search Builder Use this book's key terms to search within this book, across our collection, or across the Web. Skim This Chapter Skim this chapter and use this chapter's key terms to search within this book. Reference Finder Paste in your own text to find books that relate to your topic. Page 73   E-mail  Facebook  Digg  Stumble  Twitter More Page 73 Front Matter (R1-R14) Executive Summary (1-4) 1. Introduction (5-8) 2. Core Competencies (9-14) 3. DOE Order O 413.3 and the Program and Project Management Manual (15-18) 4. Human Capital (19-27) 5. DOE's Role As Owner (28-32) 6. DOE Project Management Culture (33-39) 7. Readiness to Proceed for First-of-a-Kind Projects (40-48) 8. Project Cycle Time Reduction (49-56) 9. Aquisition and Contracting (57-66) 10. Recognizing Project Management Successes (67-72) Appendix A: Statement of Task (73-75) Appendix B: Biographies of Committee Members (76-81) Appendix C: Committee Fact Finding and Briefing Activities and Documents Reviewed from October 2001 Through October 2002 (82-91) Appendix D: Characteristics of Effective Owners' Representatives (92-95) Appendix E: Key Questions for Readiness to Proceed (96-107) Appendix F: Building Flexibility into Projects to Manage Uncertainty (108-111)

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Appendixes

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Prepublication Copy—Subject to Further Editorial Correction Engineering Technology Complex Upgrade (ETCU) Pro grappling and Engineenng Design (Cant) and Construction (CD-3) Project Execution Plan Conceptual Design Report Supplement Safety Question Review Categoncal Exclusion Under National Environmental Policy Act (NEPA) Regulations Risk Analysis / Management Plan Lawrence Berkeley National Laboratory ABEL) LBNE Institutional Plan FY 2002-2006 LBNE Research Review Director's Action Committee Note on Project Management and Integration Officer (PIMO) LBNE Strategic Facilities Plan, February 2001 Large Hadron Collider (LHC), The neutral beam absorbers (TAN) Design/Manufacturing Review EHC Monthly Report, December 2001 Solenoic! Tracker at Relativistic Heavy Ion Collider (RHIC) (STAR) experiment Risk Assessment Contingency Mode} Supernova/Acceleration Probe (SNAP) Mission Definition and Requirements SNAP Research and Development Plan SNAP Top-Leve! Science and Systems Requirements SNAP Optical Telescope Assembly Definition and Requirements SNAP Spacecraft Bus Evaluation Fonn SNAP Management Plan Molecular Foundry Proposal for Preconceptual Design* Proposal for Conceptual Design Funds* Approve Mission Need (CD-0) * Filed Budget and Schedule* Infrastructure Projects Sitewide Water Distnbution Phase Baseline Change Proposal Building 77 Rehab, Quarterly Report LBNE infrastructure projects, PARS List DOE 4320.2A Capital Asset Management Process Pnontization DOE Risk-Based Pnonty Model Building 62 Upgrade, Mission Need Justification * Updated CD-O and project planning information provided in July. Appendix C Page 7

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APPENDIX A Statement of Task In response to a congressional directive, the National Research Council has appointed a committee to review and assess the progress made by the U.S. De- partment of Energy (DOE) in improving its project management practices. This study includes evaluation of the implementation of recommendations in the 1999 NRC report Improving Project Management in the Department of Energy. The principal goal of this effort is to assess DOE's efforts to improve project manage- ment practices, including: (1) specific changes in organization, management prac- tices, personnel training, and project reviews and reporting; (2) an assessment of the progress made in achieving improvement; and (3) the likelihood that im- provements will be permanent. These tasks will also require development of a framework for evaluation and performance measures specifically tied to DOE's project management process. 75

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project management