Table VI-1. Management Elements of OPS R&D Program |
Management Elements |
Management Goals |
1. |
Effective and Efficient Program Management |
Efficient and effective management of the R&D program |
2. |
Coordination and Collaboration with Other Agencies, Industry, and Other Stakeholders |
Understand technology needs, assess technology gaps identified by stakeholders, and coordinate R&D activities with other agencies and R&D organizations |
3. |
Communication of R&D Program Activities, Results, and Impacts |
Effective communication of program activities, results, and successes to stakeholders |
4. |
Technology Transfer and Application of Results |
Effective and rapid deployment of technology from the R&D program |
VI.2. Effective and Efficient Program Management
The guiding principle for management of the R&D program is the enhancement of pipeline safety. The goal of effectiveness means that every resource should be invested with a view toward maximizing impact. The goal of efficiency means that the goal of impact should be achieved as rapidly as possible with the least expenditure of resources. Effectiveness starts with strategic planning and program design against the backdrop of pipeline safety needs and technology gaps. Effectiveness is determined by measurement of performance against specific goals and performance metrics. R&D workshops, including the Joint Government/Industry R&D Forum, are mechanisms for gathering ideas, concepts, guidance, and knowledge from all stakeholders as input to program design. OPS seeks the cofunding of R&D projects through the solicitation process, both to leverage the funding resources in the OPS budget and to incorporate the interests of stakeholders. Cofunding organizations take a direct and focused interest in project results, quality, and impact. OPS has created a Blue Ribbon Panel to ensure that the R&D Program is aligned with the needs of the pipeline safety mission, uses the best available knowledge and expertise, and considers stakeholder perspectives. OPS will evaluate the program and the performance of individual projects through a peer review of projects using outside experts.
To accelerate the placement of R&D contracts in a competitive, merit-based process, OPS issues Broad Agency Announcements (BAAs) to solicit the best ideas for technologies and concepts in the form of white papers. Proposals are invited from organizations whose ideas have the greatest potential impact. OPS manages the activities of its contractors and grantees through a carefully planned and implemented program of oversight. At the completion of the competitive procurement process, each project is assigned to a certified Contracting Officer’s Technical Representative (COTR) as required by the federal Acquisition Regulations.
Performance is measured through a set of performance measures that establishes program and project accomplishments against the performance goals. Specific performance goals and performance measures have been developed and are described in the OPS R&D Performance Plan. The results are reported to the Office of Management and Budget (OMB) as evidence for the Program Assessment Rating Tool (PART) evaluation. To aid OPS R&D managers with the inventory and organization of large responses to research solicitations and in the monitoring of project activities and retrospective reviews, a new Pre and Post Award Management Information System has been implemented. An R&D Logic Model has been developed in which each current project is described in terms of its principal activities, expected outputs of the project, the customers or stakeholders addressed by the project, the desired outcomes for the project within three years of completion, and the expected impact of the activity in terms of enhanced pipeline safety.29 The Logic Model can be used to describe the program in terms of the relationship of activities to long term impacts on pipeline safety.
29 See the OPS R&D Performance Plan for the R&D Logic Model.
VI.3. Coordination and Collaboration with Agencies, Industry, and Other Stakeholders
The R&D program is not managed in a vacuum. OPS recognizes that other organizations, including government agencies, non-government research organizations, R&D funding organizations, and industry and its trade associations can contribute to the achievement of enhanced pipeline safety through their knowledge and efforts. Awareness and planning around closely-related programs can enhance the achievement of safety goals through program synergies and the leapfrogging of activities. Coordination can also avoid unnecessary and wasteful duplication of effort. In other sections we describe a number of coordination efforts such as the Joint Government/Industry R&D Forum and the Interagency Five-Year R&D Program Plan which coordinates activities among OPS, DOE, NIST, and MMS. Coordination activities include R&D workshops, external program reviews, joint technical conferences, and stakeholder reviews.
Since it inception in 1968, OPS has incorporated relevant engineering standards into the Pipeline Safety Regulations by reference. As the Standards Developing Organizations (SDOs) expand, revise, and refine the consensus engineering standards, OPS uses these standards as guidance and requirements for ensuring pipeline safety. Results of significant portions of the R&D program are designed to support rulemaking and standards development.
VI.4. Communication of R&D Program Activities, Results, and Impacts
OPS takes every opportunity to communicate the nature of the program—program descriptions, project activities, results, and impacts. OPS compiles and disseminates information on projects and the R&D program using a database and related website called PRIMIS, accessible by the public at https://webarchive.library.unt.edu/eot2008/20081108022611/http://primis.phmsa.dot.gov/rd/. A central feature of PRIMIS is an R&D database called the “Research and Development Matrix”. A screen shot of the R&D Matrix is shown below in figures VI-1.
On the website and in public forums, OPS communicates the results of projects, project descriptions, and technical reports coming out of projects. OPS encourages contractors to publish the results widely especially in technical conferences and peer-reviewed journals. OPS also announces upcoming public meetings, meetings with stakeholder groups such as the Blue Ribbon Panel, and other special events. As required by law, OPS publishes official notices in the Federal Register regarding rulemaking and special events.
VI.5. Technology Transfer and Application of Results
Successful completion of R&D projects is only part of the challenge. To ensure the effective and rapid deployment of technology from the R&D program, OPS requires that projects plan for technology transfer and application of project results. Technology transfer can be accomplished through targeted application in standards development, training programs, or commercialization of products or services. Technology transfer can involve effective communication to safety regulators, standards developing organizations, the pipeline industry, or public decision makers. Technology transfer can involve the capture of new knowledge as patents or know-how. Technology transfer can be embedded in new rulemaking directed at enhancing pipeline safety.
OPS uses technology demonstrations as a means of evaluating the merit of technologies that are reaching the prototype stage. Demonstrations expose the technologies to the environment in which the technology must be operated successfully. Demonstrations also promote the deployment and utilization of new technologies through observations and participation by pipeline operators, equipment vendors, standards organizations, and pipeline safety officials.
VI.6. The OPS R&D Performance Plan
Accompanying this strategic plan is an OPS R&D Performance Plan. The Performance Plan presents more detail on performance measures, the R&D Logic Model, ongoing projects, and other implementation plans.
List of Figures
Page |
Figure I-1. |
Screenshot of the OPS R&D Home Page at https://webarchive.library.unt.edu/eot2008/20081108022611/http://primis.phmsa.dot.gov/rd/ |
5 |
Figure II-1. |
Relationship of the R&D Program Elements to the desired outcomes |
7 |
Figure III-1. |
Above Ground Pipeline Damage |
9 |
Figure III-2. |
Pipeline Rupture from Outside Force |
9 |
Figure III-3. |
Blowing Down a Pipeline After Hydrostatic Testing |
10 |
Figure III-4. |
Illustration of a Smart Pig Inside Pipeline |
11 |
Figure III-5. |
Pipeline Defect (Wall Thinning Due to Corrosion) |
12 |
Figure IV-1. |
Projection of Net US Imports of Natural Gas, 1970-2025 (trillion cubit feet) |
16 |
Figure IV-2. |
Chart Showing the Number of Pipeline Incidents from 1993 to 2003 Plus Goals |
18 |
Figure IV-3. |
Safety incidents on gas pipeline systems reported to OPS in the years 1985-2003. |
18 |
Figure IV-4. |
Analysis of the most common causes of safety incidents on gas transmission and gathering systems from an analysis performed by Kiefner and Associates for the PRC International |
19 |
Figure IV-5. |
Unpiggable Lines at a Compressor Station |
22 |
Figure IV-6. |
U.S. Economic Sectors and R&D Investment as Percentage of Net Sales |
23 |
Figure IV-7. |
Total U.S. Energy RD&D Funding, 1990-2001 (billions of dollars) |
23 |
Figure VI-1. |
Screenshot of the R&D Matrix at https://webarchive.library.unt.edu/eot2008/20081108022611/http://primis.phmsa.dot.gov/matrix/ |
31 |
List of Tables
Page |
Table III-1. |
Program Elements of OPS R&D Program |
8 |
Table IV-1. |
All Pipeline Incidents 1992-2003 |
17 |
Table V-1. |
Summary of Planned Lead Agency Responsibilities from PSIA 2002 R&D Program Elements |
27 |
Table VI-1. |
Management Elements of OPS R&D Program |
29 |