DOE Project Management Principles

• Line management accountability.

• Sound, disciplined, up-front project planning.

• Well-defined and documented project requirements.

• Development and implementation of sound acquisition strategies that incorporate effective risk handling mechanisms.

• Well-defined and managed project scope and risk-based performance baseline (PB) and stable funding profiles that support original cost baseline execution.

• Development of reliable and accurate cost estimates using appropriate cost methodologies and databases.

• Properly resourced and appropriately skilled project staffs.

• Effective implementation of all management systems supporting the project (e.g., quality assurance, integrated safety management, risk management, change control, performance management and contract management).

• Early integration of safety into the design process.

• Effective communication among all project stakeholders.

• Utilization of peer reviews throughout the life of a project to appropriately assess and make course corrections.

• Process to achieve operational readiness is defined early in the project.

A project is a unique effort having defined start and end points which is undertaken to create a product, facility or system. Built on interdependent activities that are planned to meet a common objective, a project focuses on attaining or completing a deliverable within a predetermined cost, schedule and technical scope baseline.

All projects entail risk. Generally, the larger and more complex the project, the higher the probability that the PB may be breached. By dividing larger projects into multiple smaller projects, the probability of success is generally increased as the duration, complexity and attendant risks for each project have been reduced. Where appropriate, consider breaking large projects into multiple, smaller, discrete usable projects (mindful of project interfaces) that collectively meet the mission need. However, the benefits of reduced risk exposure should be balanced with the potential for increased overhead costs.

• Time Horizon: Minimize the time horizon and risk to the maximum extent possible. Ideally, execution should take no more than four (4) years starting from CD-3.

• Funding Profile: Develop each project's funding profile to support the optimum project schedule and deliver projects quickly.

• Segregate by Building or Group Similar Types of Facilities: Segregate nuclear from non-nuclear work; utility systems/buildings from general use facilities; fixed price work from cost reimbursable work.

• Phase Projects: Execute well-defined, lower-risk, complete and usable projects first, allowing additional time to advance designs on more complex and/or technical projects. Project phases should not impede one another.

• Span of Control: Ensure that the planned scope and pace of work is matched to the capacity and capabilities of the management team.

• Segregate Projects by Geographic Area: Occasionally, projects involve separate geographic locations with different site conditions, construction workforce environments, and regulatory and political pressures.

• Workforce Phasing: Phase construction and environmental remediation projects within the program to take advantage of “leap-frogging” trades (i.e., concrete workers moving from one project to the next).