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Projects
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A view of the Waste Isolation Pilot Plant from a distance.
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EM manages its work at individual sites as a series of projects. EM projects
are tasked with solving the large scale, technically challenging risks and
hazardous conditions posed by the world’s largest nuclear cleanup. These
nuclear cleanup activities are located at 21 sites covering more than two
million acres in 13 states, and employing more than 30,000 Federal and
contractor employees, including scientists, engineers and hazardous waste
technicians. (The Waste Isolation Treatment Plant (WIPP) 
safely disposes of the nation's defense-related transuranic radioactive waste.
Total loaded miles traveled as of 11/30/08: 8,305,650 with a total of waste disposed
57,872m3.)
As of Fiscal Year 2009, EM’s portfolio consists of 14 construction projects and 62
clean up projects with a Life Cycle Cost range from $205 to 260 billion.
EM projects  are managed in accordance with the priorities of
DOE Order 413.3A ,
Program and Project Management for the Acquisition of Capital Assets.
Success in project management was proven at
Rocky Flats (2006) and
Fernald (2007)
which received the Project Management Institute (PMI) Project of the Year.
- Each project has a "baseline" that clearly documents the scope
of work to be completed, the estimated cost, and the schedule by
which various aspects of the project will be completed.
Click here for EM Project Baseline Summaries.
- The baseline can be viewed as an acceptable point from which
to track and control future changes throughout the duration of a
project. EM monitors the actual progression of its projects on a
regular basis against these project baselines.
- Project management personnel assist in the successful execution
of projects by means of consultation, independent project reviews,
quarterly project reviews and monthly project reviews and reporting.
The project documents are kept under configuration management
throughout the duration of the project.
- An approved near-term baseline reflects the identified scope
of work that can reasonably be accomplished for an identified cost
in an identified time period. The near-term period of the baseline
typically coincides with the current contract period, which is generally five years.
- EM’s environmental cleanup projects often extend beyond the
near-term, which is why EM also develops out-year planning
estimates (ranges of cost and schedule).
- Completing projects within the parameters of the baseline
depends on adequate funding and the availability of contingency
funds during project execution.
Enterprise
EM has undertaken an assessment of project management software systems within the
Office of Environmental Management. The goal is to develop and implement a common
platform and language for accurately communicating project management and project
performance information in a consistent manner. This integrated effort throughout
the complex will implement the corporate use of the Dekker Project Management
Information System, an Earned Value (EV) and portfolio management software tool.
This project will ensure project and site data are available to allow for a variety
of project analyses. The implementation is scheduled for completion by the end of 2009.
Please click the headers below to expand the section.
Risk Management
The Department’s risk management concept is based on the principles that risk
management must be analytical, forward-looking, structured, informative, and continuous.
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Risk assessments should be performed as early as possible in the project life cycle and should identify critical technical, performance, schedule, and cost risks. Once risks are identified, sound risk handling strategies and actions should be developed and documented.
As a project progresses, new information provides additional insight into risk areas and allows the continuous refinement of the risk handling strategies. Risk handling plans should not use contingency as the only handling strategy. They should be primarily focused on reduction and prevention risks, not on the resultant cost should a specific risk occur. Effective risk management requires involvement of the entire project team. The project team may be augmented, if necessary, by outside experts knowledgeable in critical risk areas such as technology, design, and cost, to assist in risk identification and assessment. In addition, the risk management process must address every element of the project throughout all phases of the project.
It is important that all stakeholders participate in the assessment process so that an acceptable balance between cost, schedule, performance, and risk can be reached. A close relationship between the Federal project management staff and the contractor promotes a better understanding of program risks and assists in developing and executing the management efforts. Risk management shall be performed on all projects throughout the project life cycle.
Click here
for Risk Management Guidance per DOE G 413.3-7  .
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Lessons Learned
The Office of Environmental Management (EM) expects all individuals performing EM work to make decisions and execute their work based on the best available information, founded on the best professional and industrial practices currently available.
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