Interim Letter Report for the Improved Project Management in the Department of Energy (2001) / Chapter Skim
Currently Skimming:
Letter Report
Letter Report
Pages 1-10
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 1... ...
It transmits the committee's assessment of DOE's progress and recommencts additional actions to further improve DOE project management capabilities. The letter consists of an overall summary, observations, findings, and recommendations relating to the general categories of recommendations in the Phase IT report.
|
From page 2... ...
In 1999, DOE established OECM and the PMSOs in three program secretarial offices (PSOs) : the Office of Science, the Office of Defense Programs, anct the Office of Environmental Management.
|
From page 3... ...
Although the PMSOs are positive additions to the new project-management structure, the committee believes that OECM would have a greater positive impact if it were elevated to the level of assistant secretary and reporter! directly to the deputy secretary; this would establish a peer relationship among OECM and the PSOs while maintaining consistent professional leadership for the office.
|
From page 4... ...
support for full implementation. The committee recommends that OECM ensure that the career-development program provides DOE personnel with access to a variety of learning resources and training methods and that the curriculum addresses competency in team building, DOE policies, and general project-management tools and techniques.
|
From page 5... ...
However, it is not clear who is responsible for verifying implementation of the policies and procedures. Project-management documentation should clearly define DOE's systems and processes, and expectations of senior management.for project performance, as well as organizational and individual incentives for managers at all levels to pursue effective, accountable project management.
|
From page 6... ...
A consistent, earnest value management approach would provide DOE project managers, program managers, and senior managers with an objective means of evaluating the status of projects, predicting future progress, anti responding effectively to actual project conditions. Significantly more support from senior management inclu(ling training, technical resources, and encouragement, will be necessary for EVMS to be implemented and used by DOE managers at all levels.
|
From page 7... ...
The committee encourages DOE to continue implementing procedures to establish project baselines at an appropriate level of design completion ant! to implement other measures to improve the accuracy and reliability of cost and schedule estimates.
|
From page 8... ...
Training or proof of proficiency in preproject planning should be required of all project-team members prior to the start of new projects. PROJECT REVIEWS External Independent Reviews Language in the Energy and Water Development Appropriations Bill' 2001, indicates that Congress relies heavily on external inclepenclent reviews (EIRs)
|
From page 9... ...
Although Congress has promoted internal independent reviews, it is not clear to what extent current DOE procedures have addressed congressional concerns. Although internal reviews are not currently managed centrally, as was recommended in the Phase IT report, OECM has been involved in a support role.
|
From page 10... ...
contractors. CONCLUSIONS In general, the committee commends DOE for taking positive steps toward improving its project-management capabilities.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.