Integrated Project Team

Introduction

The Integrated Project Team (IPT) is an essential element in DOE's acquisition process and is involved in all phases of a project. This team consists of professionals representing diverse disciplines with the specific knowledge, skills and abilities to support successfully executing a project. The Federal Project Director (FPD) leads the IPT. The team size and membership may change as a project progresses from CD-0 to CD-4 to ensure that the necessary skills are always represented to meet project needs. Team membership may be full or part time, depending upon the scope and complexity of a project and the activities underway. However, the identified personnel must be available to dedicate an amount of time sufficient to contribute to the IPT's success.

The early formulation of an IPT (including the assignment of a contracting officer), the balance in its composition, and continuity in the membership is critical to the integration and alignment of the Acquisition Strategy (AS) and acquisition planning processes.

Project Staffing Requirements

Qualified staff must be available in sufficient numbers to accomplish all contract and project management functions. Project staffing requirements should be based on a variety of factors, including project size and complexity, as well as the management experience and expertise of the project staff. Programs must use a methodology to determine the appropriate project team size and required skill sets. One such algorithm is detailed in DOE G 413.3-19. Regardless of the methodology used, once the appropriate staff size has been determined, programs should plan and budget accordingly.

IPT Charter

The Project will prepare and maintain an IPT Charter that describes:

Membership (must include the Contracting Officer)
Responsibilities and authority
Leads (as appropriate)
Meetings
Reporting
Operating guidance

DOE Staffing Guide for Project Management

DOE G 413.3-19 chg 2 Staffing 2015-10-22 .pdf

DOE G 413.3-19 Chg. 2, 10-22-2015

IPT Organization Example, IPT Charter Example

Integrated Project Team 2.pdf

Example IPT Charter – BioEPIC.pdf

The Federal Project Director (FPD) is the single point of contact between Federal and LBNL staff for all matters relating to a project and its performance. The FPD leads the IPT, maintains the IPT Charter and provides broad project guidance. Delegate appropriate decision-making authority to the IPT members. Ensures the development and implementation of key project documentation (e.g., the PEP) and defines project cost, schedule, performance, and scope baselines. Ensures that design, construction, environmental, sustainability, safety, security, health and quality efforts performed comply with the Laboratory contract, public law, regulations and Executive Orders. Ensures timely, reliable and accurate integration of contractor performance data into the project's scheduling, accounting, and performance measurement systems, to include PARS II. Ensures that early warning systems (triggered by thresholds) and communication channels are in place, so senior leadership is informed of potential project issues in time to make productive changes.

The Project Director (PD) is spokesperson for the project and keeps the scientific community, DOE, other agencies as appropriate, and all participating institutions informed of project progress. The PD has the overall authority and responsibility to plan, organize, and execute the Project. The PD identifies and ensures timely resolution of critical issues within the project’s control and allocates the contingency funds. The PD defines the areas of collaboration and the relationships between the collaborating institutions participating in the Project. The PD receives advice from and consults regularly with advisory boards and committees. Consistent with Integrated Safety Management (ISM) principles, the PD is accountable for the safety, security, and administrative performance of the project. The PD also supports the FPD in implementing the DOE project management process, provides input on project documentation, delivers project deliverables, and provides data to the FPD to be used in reporting to DOE.

The Project Manager (PM) reports to the PD and is responsible for the day-to-day management and safe execution of the Project. These responsibilities include adherence to technical, cost, and schedule baselines; utilization of appropriate and effective project control, tracking, and reporting systems; risk management; configuration management; integrated safety management; security; and quality assurance. The PM oversees the implementation and upholding of standards throughout the design and construction phases of the project. The PM will coordinate monthly and other reporting. The PM is responsible for ensuring the identification of all potential ES&H hazards and security risks and for ensuring their appropriate mitigation.

The Project Director, and Project Manager collaborate with management of the Project Office and participating institutions to assemble the staff and resources needed to complete the project. The Project Director and Project Manager ensure the work on the project is performed safely and in compliance with Integrated Safety Management (ISM) rules and that necessary ES&H documentation is in place.

The Project Engineer (PE) reports to the PM and will ensure that all subsystem design efforts are well coordinated and that plans for installation are clearly defined and executed. The PE oversees the subsystems’ internal technical reviews, and also works with the PM to implement the QA program. The PE is responsible for overseeing Systems Engineering and Technical Integration and will ensure full integration of all work.

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