ISM at the Savannah River Site

1. ISM at the Savannah River Site Department of Energy Best Practices Workshop Life Cycle of Projects Rich Salizzoni, Manager Engineering Standards Washington Savannah River Company September 12-13, 2006

2. ISM in the Life Cycle of Projects atSRS Summary • ISM Core Functions and Guiding Principles are the foundation for project activities at SRS • Culturally engrained via clear leadership and expectations by WSRC and DOE • Projects performed in accordance with DOE O 413.3 andDOE M 413.3 • Fully integrated in governing procedures • Procedures, supplemental guidance, and resource tools fully accessible via SRS WEB • Feedback and Improvement practices 2

3. Guiding Principles ISM in Projects Presentation Approach Broad overview of Key Programs, Practices, and Tools that implement ISM Core Functions and Guiding Principles for Projects at Savannah River Site D&D and Soil/Groundwater Project Management Described Separately 3

4. ISMS Project Implementation at SRS DOE Order 413.3 and Associated Manual WSRC Contract S/RIDS Site Procedures Site Resource Materials Project Execution Documents 4

5. Objective of ISM in Projects Promote the total safety concept throughout design, construction and operations through to closure; thus providing an enhanced level of safety for the workers, the public and the environment over the entire operating life the system, structure or component. 5

6. ISM System Description • WSRC-RP-94-1268, SRID for ISM System Description, describes overall ISM implementation approach at SRS • Addresses Core Functions and Guiding Principles • Includes Project implementation approachesfor ISM 6

7. Strong Cultural Environment for ISM • Strong management attention and focus on ISM • Leadership establishes expectations • Cultural expectation • Clear and specific Roles, Responsibilities, Accountabilities, and Authorities (R2A2) • Monitoring essential to effectiveness • Feedback and improvement from monitoring and performance 7

8. Project Life Cycle ISM Wheel Note: Consistent with Project Management and Practices, Integrated Safety, Rev E Available on OECM Website NOTE: Construction Phase ISM handled Via AHA process 8

9. Highlight Selected ISM Effectiveness Attributes for Projects at SRS • Project Life Cycle ISM expectations are procedurally driven • Level based on project scope, complexity, and cost (e.g. tailoring procedurally defined) • Being expanded to Operational Projects Applications • Guidelines Available to support effective performance in complex areas • Key Activities to Successful Execution (KASE) • Design Input Guides • Design Review Guides and determinations • Risk and Opportunity analysis approaches • Information tools also available (e.g., ISM in Projects Overview Briefings, HAZMAP, Disciplined Conduct of Project Expectations) • Consistent Design Codes and Standards List Utilized • Single Consolidated Hazards Analysis Process • Facility Evaluation Board Project Reviews and external reviews support overall feedback and improvement effectiveness • All resources available via SRS WEB 9

10. Conduct of Engineering Modification Process • Modifications driven by Conduct of Engineering Manual (E7), Modification Traveler Procedure • Positive recognition of program by OA discussed in earlier presentation • Modification Traveler procedure provides guidance on level of tailoring for project management expectations • Low cost/low risk modifications use ISM philosophies but not to same procedural rigor as Projects • Larger modifications with high cost and or technical/program risk follow enhanced project controls based on ISM principals • i.e. tailoring philosophies are pre-defined for modifications based on complexity • Focus discussion on Project Level Modifications via E7, Conduct of Engineering and E11, Conduct of Projects 10

11. Modification Navigator Procedural Flowchart • Helps Engineers determine type of modification controls to apply: • Software Modification • Temporary Modification • Small Modifications • Projects Fully Hyperlinked to lead to appropriate procedural locations 11

12. Determination of Project Management Controls Procedures are established using ISM philosophies-more complex the modification, the more rigorous the control to ensure acceptability Chief Engineer (or designee) accountable for level or project/technical risk specified and project controls invoked E11, Conduct of Projects directs project activities 12

13. E11 Conduct of Projects • Project types managed under E11 • Line Item (LI) • General Plant Project (GPP) over $4 Million • GPP under $4 Million • Capital Equipment (CE) • Operations Project Category 1 • Operations Project Category 2 Risk-Based Classification 13

14. Operations Project Category 1 and 2 Definitions • Category 1 • Complex modification scope • High project risk • Relatively long duration (months to years) • Requires an extensive amount of planning and coordination between multiple organizations to develop performance baselines and accomplish project objectives and goals • Requires design and construction and involves multiple systems, which require a integrated start-up • Typically requires an Operational Readiness Review to begin operations. • Category 2 • Medium Complex to Complex • Relatively long duration (months to years) • May require a focused amount of planning and coordination between multiple organizations to develop performance baselines and accomplish project objectives and goals • Requires design and construction and a system start-up • May require a Management Self Assessment/Readiness Assessment 14

15. E11 Procedures-ImplementDOE O 413.3 and M 413.3-1 • Project Management and Control System Description • Project Authorization • Project Planning • Project Baseline Development • Project Performance Analysis and Reporting • Project Procurement • Project Trend Program • Project Assessment and Reviews • Turnover Process • Project Closeout • Project Change Control • Project Risk and Opportunity Analysis • Project Studies • Project Work Authorization 15

16. Project Attributes by E11 Category (excerpt) Specific SRS Guidance discussed later 16

17. Key Activities for Successful Execution (KASE) • Provides detailed activities as standard input to task plan development • Utilized procedurally to ensure essential activities are accomplished per project • Developed using strong feedback and improvement approach over several project lessons learned inputs • Activities from pre-conceptual through project closure • Approximately 200 activities and milestones; includes description of the task and logic sequence 17

18. System Engineering Manual Risk and Opportunity Guidance • Systems Engineering approach to risk identification and management • Guidelines to develop • Risk and Opportunity Management Plans • Project Risks and Opportunities (technical, programmatic, etc) • Handling Strategies • Cost Contingencies using Monte Carlo calculational tools • Documentation and tracking recommendations • Simply ISM on project risk perspective 18

19. E11 Procedure Supplemented with ISM Briefing Packages • Identifies task activities on ISM wheel per project phase • Demonstrates linkage of project deliverables with ISM Core Functions • Valuable training tool for project managers • Linkage for each project phase described in 413.3 • Pre-conceptual • Conceptual (example provided) • Preliminary • Final • Transition to Operations • Package available on project ISM Website (update in progress) 19

20. Clicking Here Displays the Design Phase Project Activities and Documentation Shown Below for the Analyze Hazards ISMS Core Function Facility Environmental Review Hazard Assessment Document Environmental Impact Statement Pollution Prevention Design Assessment Preliminary Documented Safety Analysis Fire Hazards Analysis Vulnerability Analysis Site Characterization and Selection NEPA Documentation Shielding Analysis ALARA Review Technical Review USQD Clicking Here Displays a List of Relevant WSRC Manuals and Procedures That Implement This ISMS Core Function, e.g., - Facility Safety Document Manual - Consolidated Hazard Analysis Manual - Fire Protection Program Manual - Environmental Compliance Manual - Radiological Control Manual - Others Example of How to Use theISMS Project Life Cycle Tool 20

21. Additional Project Management Web Resources 21

22. Example Guide Documents for Effective Performance in Projects 22

23. Codes and Standards • Engineering Standards Program defines use of national consensus codes • Ensures consistent use of codes and standards • Implementation ofDOE O 420.1, Facility Safety 23

24. SCD-11 Consolidated Hazards Analysis Process (CHAP) and HAZMAP • CHAP intended to provide structured approach to formally • identify process hazards • unmitigated frequencies and consequences of hazardous release events • identification and functional classification of controls to prevent or mitigate the release events • ultimately identifying the design basis accidents for the modification • HAZMAP Tool: Identifies and defines the characteristics of the various hazards analyses required at each stage of the life cycle of a facility from the conceptual, design and construction project, through the operational and finally, the D&D phases. 24

25. D&D and SGCPProject Management Expectations Manuals for D&D and SGCP tailored specifically for scope, hazards, controls, and work activities associated with these specialized tasks. 25

26. Assessments Evaluate SRS Practices • Performance Analysis Process • Facility Evaluation Board Project Review Team • Established to ensure effectiveness in project management at SRS • Independent assessment of following areas • Project Ownership and Integration • Project Management • Project Controls • Design and Engineering • Construction • Assist visits available • Earned Value Management System Certification by Defense Contract Management Agency to ANS/EIA-748-A (11/05) • Operational Project Management Maturity Model (OPM3) Assessment • Performed by the Project Management Institute’s partner (DNV) developing a new version of PMI’s OPM3 Standard: “OPM3 Product Suite” • Positive effectiveness reported • Written comment from one of the assessors: “I have not seen such an impressively mature organization as WSRC in terms of its ability to manage projects. I was also extremely impressed by the sensitive and intelligent way you have “projectized” your operations and are now tailoring your methods and procedures to adapt them to the operational environment.” 26

27. Upcoming Continuous Improvement Initiatives • ISM in projects part of SRS Revitalization efforts along with • Human Performance • Feedback and Improvement • Communications and Culture • Work Planning and Control • Briefing for on recent E11 changes with ISM focus • Update processes, procedures, and training following DOE Standard 1189/DOE O 413.3 and associated manual revisions 27

28. Conclusion The Core Functions and Guiding Principles of ISM are actively endorsed by SR Management (both DOE and WSRC) and incorporated into the Site and Project procedures, guidelines, and tool, thus comprising both an active cultural and procedural based system that ensures ISM is incorporated into the entire project life cycle. 28

29. Questions • Rich Salizzoni • richard.salizzoni@srs.gov • (803)952-7182 • Andrew Vincent • andrew.vincent@srs.gov • 803-952-7209 • Michael Shotton • michael.shotton@srs.gov • 803-952-7232 • Clay Jones • clay.jones@srs.gov • 803-952-9727 • John Click • jonathan.click@srs.gov • 803-952-9805 29