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Download e-book for iPad: 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

ISBN-10: 0309089093

ISBN-13: 9780309089098

ISBN-10: 0309506077

ISBN-13: 9780309506076

File from the Committee for Oversight and overview of U.S. division of strength venture administration, and the Board on Infrastructure and the built atmosphere. Softcover.

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Additional info for Progress in Improving Project Management at the Department of Energy: 2002 Assessment

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Human Capital: Meeting the Government-wide High-Risk Challenge, Report GAO-01357T. : General Accounting Office. NRC (National Research Council). 1999. Improving Project Management in the Department of Energy. : National Academy Press. NRC. 2001. Progress in Improving Project Management at the Department of Energy, 2001 Assessment. : National Academy Press. NRC. 2002a. Progress in Improving Project Management at the Department of Energy, 2002 Interim Assessment. Letter report, May. : National Academy Press.

Html>. Accessed January 10, 2003. NRC (National Research Council). 1997. Enhancing Organizational Performance. : National Academy Press. 7 Readiness to Proceed for First-of-a-Kind Projects INTRODUCTION A significant part of the DOE budget is spent on first-of-a-kind and one-ofa-kind environmental restoration, nuclear defense, and scientific research and development projects. By definition, there is no guidance for these projects based on previous history and project experience; as a result, first-of-a-kind projects have shown themselves to be susceptible to large cost and schedule overruns and performance shortfalls.

There is an absolute requirement for emphasis on project justification and identification of business (or, in the case of DOE, mission) need early in every project, even before a project is formalized. Senior corporate (agency) management must be closely involved in this process, as it is their responsibility to identify and interpret business or mission needs. • Decision points with options for project approval, go-ahead, change, rework, or termination must be clearly identified. These decisions must be made by appropriate senior managers.

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Progress in Improving Project Management at the Department of Energy: 2002 Assessment 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


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