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U.S. Department of Energy Project Management: Communicating Progress – Celebrating Success

U.S. Department of Energy Project Management: Communicating Progress – Celebrating Success. Paul Bosco, PE, PMP, CFM, LEED-AP Director, Office of Procurement and Assistance Management Director, Office of Engineering and Construction Management. Outline of Presentation.

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U.S. Department of Energy Project Management: Communicating Progress – Celebrating Success

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  1. U.S. Department of EnergyProject Management:Communicating Progress – Celebrating Success Paul Bosco, PE, PMP, CFM, LEED-AP Director, Office of Procurement and Assistance Management Director, Office of Engineering and Construction Management

  2. Outline of Presentation • GAO High-Risk List – Some Background • Project Success – Are We There Yet? • Project Metrics – How Are We Doing? • Documenting and Tracking Performance • Project Management Enhancements • Challenges Ahead • Questions/Comments

  3. Contract and Project Management Goal • Improve contract and project management and alignment to support accomplishment of DOE mission and strategic goals • Success Metric: • Complete projects within 10% of the original cost baseline • Secondary Goal: • Removal from GAO’s High-Risk List

  4. Project Success • Project Success: (For “Capital Asset Projects”) • Project completed within the ORIGINAL approved scope baseline, and within 10% of the ORIGINAL approved cost baseline at project completion (CD-4), unless otherwise impacted by a directed change. • Portfolio Success: • 90% of all projects meet project success criteria, based on a three-year rolling timeline.

  5. How are we Doing?Based on 3-Year Rolling Timeline

  6. How are we Doing?Pre- vs. Post-RCA (Demarcation Date: October 1, 2007) (26 / 35) (21 / 28) (43 / 44) (64 / 72) (32 / 41) (30 / 38)

  7. Documenting Project Success CD-2 Commitment CD-4 Auditable Scope Accomplished Key Performance Parameters Met Total Project Cost Completion Date (Month/Year) Signed by Acquisition Executive • Scope • Minimum Key Performance Parameters • Total Project Cost • CD-4 Date (Month/Year) • Signed by Acquisition Executive Templates Online & OECM Review Draft Memos

  8. Tracking Project PerformanceAgainst Current Project Performance Baseline Overall Project Assessment = EVMS Indicators + Assessment Factors • EVMS Indicators: • CPi • SPi • TCPi • EACs • Variances • Trends • % Complete • Assessment Factors: • Data validity • MR & Contingency • Reports • Reviews • Communication • Other information Project is expected to meet its performance baseline (PB) Project is potentially at risk of not meeting element of the PB = + Project is highly at risk of requiring a change to the PB • Yellow is not bad – provides early warning • DOE is not fixated on “getting to green,” only achieving • project success – meeting our commitments • Assessment is not solely ratio based – Trends are important

  9. Significant PM Enhancements • Established front-end planning maturity objectives • Clarified project size and structure; program versus project management … “chunking” • Transformed commitment to funding, budgeting; stabilized funding • Enhanced management and oversight • Peer reviews for projects >$100M • PARS II central repository for project data – data accuracy and consistency • ICRs/ICEs for projects >$100M DOE O 413.3B Highlights

  10. Great Progress, But…Challenges Remain – Loom Ahead GAO Meeting of March 5, 2012 • Two Impending GAO Reports (1) Non-Major System Projects; (2) EM Recovery Act • Preliminary Findings • SCOPE – SCOPE – SCOPE: “Low Confidence” • Schedule (CD-4) Completions: Too Generic – Fiscal Year (“Budget”) End Dates, i.e., FY11 • Significant Cost Under-Runs • PARS-II: Only as Good as the Data Quality

  11. Major Challenge (Dollars in Trillions) Estimate Actual

  12. Major Challenge National Deficit ($Billions)

  13. Portfolio Management – Project Prioritization FY13 Budget Capital Asset Project Backlog “Chunked” Projects Budget ± 20% Budget Target Small Projects Committed Funding Profiles Operations Non-Discretionary (e.g., payroll, utilities, etc.) (Notional Data [$1B Budget])

  14. PMI’s “Pulse of the Profession”* Focus Areas of 2012: (In priority order) • Renewed Focus on Talent Management • Need for Good Project Portfolio Management • Change Management & Risk Management – Even More Important • Agile Project Management • Focus on Benefits Realization *PMI President and CEO: Mark Langley, March 2012

  15. What’s Next? Play to Your Strengths – Disciplined Implementation • DOE has improved in project and contract management – our stats provide validation • Our successes must be credible and documented • Project management framework is in place http://energy.gov/management/office-management/operational-management/project-management • Immediate challenge: consistent implementation • Future Challenge: Program/Portfolio Management Credible project success is the key!

  16. Questions / Comments

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