Report: Small Business, Acquisition, And Project Management (Page 3 of 5) in pdf

Report: Small Business, Acquisition, And Project Management Page 3

: P

PPENDIX

ROJECT

ANAGEMENT AND

ROCUREMENT

TAFF

DENTITY

vs.

TRUCTURE

CULTURE

February 28, 2008

Submitted by: G. Brian Estes

Introduction

At the March 2007 Environmental Management Advisory Board (EMAB)

meeting, the board discussed with Deputy Assistant Secretary Jack Surash delays in the

procurement process involving business clearances. Negotiated procurement results

require business clearances by DOE central procurement and Office of Counsel.

Substantial delays degrade the efficiency of the procurement process and increase overall

costs to the department both in terms of internal costs and contractor overhead.

Background

The National Research Council performed a series of studies on project

management within the DOE over the period 1998 to 2006. Initial studies indicated

organizational problems, a lack of procedures, process inconsistencies, and a lack of

recognition of project management as a discipline. In response to the initial and follow

on reports, the department developed policies, procedures, and processes and

incorporated them into DOE orders and manuals.

DOE Order 413.3A and DOE Manual 413.3-1 established the requirement for an

integrated project team (IPT) at the earliest practicable time to plan and execute a project

(NRC 2004, p. 17). Experience has shown that successful project teams develop a

culture whose focus is successful execution of the project. This culture is enhanced by

collocation of team members, at least while they are working on a particular project.

Identity with a particular project team develops a common interest in solving problems

and overcoming obstacles in order to ensure execution of the project. The importance of

evaluating culture and overcoming internal roadblocks to project execution are discussed

in a National Research Council report on DOE project management (NRC 1999 pp. 74,

114).

Findings

DOE has made significant progress in improving project management since the

initial 1999 National Research Council report. The Environmental Management

leadership has projectized all major work including long term efforts such as tank farm

operations and major environmental remediation work. This major effort has been

worthwhile, and has provided opportunities to improve management of EM work. Full

benefit cannot be realized, however, because of lengthy business clearance processed

involving DOE Procurement and Office of Counsel. For example, business clearance

times in a small sample from mid- 2007 were as follows:

Report: Small Business, Acquisition, And Project Management Page 3

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