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Glossary of Terms & Acronyms

Below is the Project Management & Oversight Assesment Glossary of Terms & Acronyms:  

Term

Acronym

Definition

Architect/ Engineer

A/E or A-E

Firm or organization that designs buildings, structures, systems, etc. A professional organization providing architectural and engineering services including research, planning, development, design, construction, alteration, or repair of real property; services include studies, investigations, surveying and mapping, tests, evaluations, consultations, comprehensive planning, program management, conceptual designs, plans and specifications, value engineering, construction phase services, soils engineering, drawing reviews, preparation of operating and maintenance manuals, and other related services. (Developed from FAR A-E Services)

Activity-based Costing

ABC

A method to ensure that the budgeted amounts in an account truly represent all the resources consumed by the activity or item represented in the account. Cost estimating in which the project is divided into activities and an estimate is prepared for each activity. Also used with detailed, unit cost, or activity-based cost estimating.( DOE G 413.3-21)

Actual Costs

AC

1. Except for FAR Subpart 31.6, the amounts determined on the basis of costs incurred, as distinguished from forecasted costs. Per the FAR, the amounts include both allowable costs and unallowable costs. The Government does not reimburse contracts for unallowable costs. Actual costs include standard costs properly adjusted for applicable variances. (FAR 31.001)2. The costs incurred and recorded in accomplishing work performed, or the procurement of materials, equipment or services; also referred to as Actual Cost of Work Performed (ACWP). (DOE G 413.3-10A / ANSI/EIA 748C Current Version) See Figure 3-3.

Actual Cost of Work Performed

ACWP

The costs actually incurred and recorded in accomplishing work performed; also referred to as Actual Cost (AC). (DOE G 413.3-10A/ANSI/EIA 748 Current Version) See Figure 3-3.

Acquisition Executive

AE

The individual designated by the Secretary of Energy to integrate and unify the management system for a program portfolio of projects and implement prescribed policies and practices. (DOE O 413.3B)

Alternate Financing

AF

A process whereby DOE and its operational elements obtain the use of privately-developed capital assets through a lease. AF may be used by the DOE itself, or by DOE Management and Operations ("M&O") contractors with the prior approval of the DOE, to obtain the use real property assets as appropriate. (DOE G 430 1-7, Alternative Financing Guide)

Acquisition Guide (DOE Acquisition Guide)

AG

Identifies relevant internal standard operating procedures to be followed by both procurement and program personnel who are involved in various aspects of the acquisition process. The Guide also is intended to be a repository of best practices found throughout the agency that reflect specific illustrations of techniques which might be helpful to all readers.Additionally, the Guide includes subject matter that was issued previously through other media, such as Acquisition Letters. The Acquisition Guide consists of chapters that correspond to the DEAR and FAR Parts, and includes the following types of material:

  • Standard Operating Procedures - for procurement and program personnel to follow in performing various acquisition functions.
  • Guiding Principles - essential objectives that, when satisfied, provide a measure of the effectiveness and efficiency of procurement systems.
  • Best Practices - practical techniques to be followed by program and procurement offices.
  • Samples - forms and other useful documentation. (DOE Acquisition Guide Website)

Acquisition Management System

AMS

A systematic method to acquire and deliver a product or capability in response to a program mission or business need; includes facility construction, infrastructure repairs or modifications, systems, production capability, remediate land, closed site, disposal effort, software development, information technology, a space system, research capability, and other assets. (DOE G 413.3-21) See Figures 3-1 and 3- 2.

Acquisition Plan

AP

The document that facilitates attainment of the acquisition objectives. The plan must identify: those milestones at which decisions should be made; all the technical, business, management; and other significant considerations that will control the acquisition including, but not limited to, market research, competition, contract type, source selection procedures and socio-economic considerations. An acquisition plan is developed in accordance with FAR Subpart 7.1, DEAR, and related Department of Energy guidance. The plan details procurement strategies and supporting assumptions. (DOE O 413.3B and DOE AG)

Acquisition Strategy

AS

A high-level business and technical management approach designed to achieve project objectives within specified resource constraints with recognition of key project risks and the strategies identified to handle those risks. It is the framework for planning, organizing, staffing, controlling, and leading a project. It provides a master schedule for activities essential for project success, and for formulating functional strategies and plans. (DOE O 413.3B)

Authorized Unpriced Work

AUW

Work that the customer has authorized to be performed, but for which a formal proposal has not been negotiated. When the contracting officer formally authorizes the contractor to proceed with not yet negotiated work, a not-to-exceed (NTE) value is often established. The NTE is strictly a funding limit, and a contractor is required to observe the limit as the not yet negotiated work is underway. The full estimate associated with the authorized but not yet negotiated work is reflected as AUW. The budget for the work associated with the NTE may be distributed to control accounts, but the remainder must reside in UB until negotiations are complete and the contract modification is issued. Some common terminology associated with AUW includes: Change orders (or Unilateral Modifications); Not-To-Exceed which relates to ceiling language within a change order; Undefinitized change orders which is the "status" prior to negotiations; and Definitization which is the conversion of a change order to a bilateral modification. The Total Allocated Budget (TAB) will be equal to, the Negotiated Contract Cost/Price (NCC) plus the value of all Authorized Unpriced Work (AUW), when there are no Over Target Baselines (OTBs). (Clarification to DOE G 413.3-20). See Figures 3-4A and 3-4D.

Budget Authority

BA

The authority provided by Federal law to incur financial obligations that will result in outlays. Most budget authority for acquisitions is in the form of appropriations; other types are contract authority, authority to borrow, and spending authority from offsetting collections.(OMB A-11 CPG)

Budget at Completion

BAC

The total authorized budget for accomplishing the project scope of work. It is equal to the sum of all allocated budget plus any undistributed budget (Management Reserve is not included). The Budget at Completion will form the Performance Measurement Baseline, as it is allocated and time-phased in accordance with project schedule requirements. [Sources: ANSI/EIA 748-C and DOE Gold Card in DOE G 413.3-10A] See Figure 3-3.

Best Available Technology

BAT

The preferred technology for treating a particular process liquid waste, selected from among others after taking into account factors related to technology, economics, public policy, and other parameters. As used in DOE O 5400.5, BAT is not a specific level of treatment, but the conclusion of a selection process that includes several treatment alternatives. [DOE O 5400.5]

Baseline Change Proposal

BCP

1. A BCP represents a change to one or more of the elements of a project's Performance Baseline (PB): Total Project Cost (TPC), Critical Decision 4 (CD-4) completion date, or some feature of the projects scope/Key Performance Parameters (KPP), and must be approved by the applicable Acquisition Executive. (APM)2. A document that provides a complete description of a proposed change to an approved performance baseline, including the resulting impacts on the project scope, schedule, design, methods, and cost baselines. (DOE O 413.3B)

Business Clearance Review

BCR

A process performed for the Senior Procurement Executive by the Acquisition Planning and Liaison Division. The review and approval requirements are set forth in Acquisition Guide (AG) Chapter 71.1. (DOE G 413.3-20)

Budgeted Cost for Work Performed (Earned Value – EV)

BCWP

The value of completed work expressed in terms of the budget assigned to that work. (Source: ANSI/EIA 748- C). See Figure 3-3.

Budgeted Cost for Work Remaining (Work Remaining – WR)

BCWR

The budgeted value of work remaining. It is calculated as BAC minus the BCWPcum (i.e. BCWR = BAC - BCWPcum). Note: ETC is the estimate to complete the BCWR. [Source: DOE G 413.3-10A, DOE EVM Gold Card] See Figure 3-3.

Budgeted Cost for Work Scheduled (Planned Value – PV)

BCWS

The time-phased budget plan for work currently scheduled, also referred to as Planned Value (PV). (Source: ANSI/EIA 748-C). See Figure 3-3.

Beneficial Occupancy (Date)

BOD

Stage of construction of a building or facility, before final completion, at which its user can occupy it for the purpose it was constructed. Beneficial occupancy does not imply that a project has reached CD-4. (DOE O 413.3B)

Basis of Estimate

BOE

A part of a Cost Estimating Package or stand-alone document supporting a cost estimate. The BOE should describe the design basis, the planning basis (significant features and components, proposed methods of accomplishment, and proposed project schedule), the risk basis, supporting research and development requirements (important when new technologies are contemplated for certain components, equipment or processes), special construction or operating procedures, site conditions, the cost basis, and any other pertinent factors or assumptions that may affect costs. (From DOE G 413.3-21, p. 63)

Control Account Manager

CAM

An individual within the contractor's organizational structure that has been assigned the authority and responsibility to manage one or more control accounts. (See Control Account definition) [DOD Earned Value Implementation Guide, Oct 2006]

Control Account Plan

CAP

A CAP is a time phased report of the budget spread by element of cost for the control account. (NDIA PMSC ANSI/EIA-748 Current Version-Intent Guide)

Corrective Action Plan

CAP

Documents assumptions, constraints, responsibility, commitment dates, the action plan and the verification steps for (a) completion of corrective actions, and (b) submittal of any documentation of completion. (DOE G 413.3-10A)

Corrective Action Request

CAR

1. Identifying or documenting a non-conformance with any requirement or DOE order. (e.g., DOE O 413.3B or a QA requirement.)2. For EVMS, an occurrence of an ANSI/EIA-748 (Current Version) non-compliance or a significant impact to reporting, and requires a Corrective Action Plan (CAP). (DOE G 413.3-10A)

Contract Budget Base

CBB

The sum of the Performance Measurement Baseline plus the contractor Management Reserve. (CBB = PMB + MR). Should be the same as the sum of the negotiated contract cost (NCC) and AUW. (Source: DOE G 410.3-10A, DOE EVMS Gold Card and DOE G 413.3-20) See Figures 3-3, 3-4A–4E, and 3-7.Note: When the contract is awarded, the CBB is the total estimated contract cost. In project terms the contract budget base is performance measurement baseline plus contractor management reserve. If the Contracting Officer issues a change to the contract which adds additional scope/ requirements and associated costs, the CBB is increased to add the costs for contract change once the Contracting Officer issues the modification to change the contract. If the Contracting Officer issues an undefinitized contract modification [authorized unpriced work], then the CBB is increased to include the costs associated with the contract change. The CBB is not increased by the amount of a cost overrun that has been negotiated by the Contracting Officer. The CBB is no longer the same as the total estimated cost of the contract once there is an Over-Target Baseline (OTB). (DOE AG Chapter 43.3) See Figures 3-13 and 3-14.

Change Control Board

CCB

The review body with authority for approving changes which are consistent with the project's baseline performance requirements, budgeted cost, and schedule. CCB membership should include the project management representative, contracts representative, CFO representative, and Subject Matter Experts (SMEs) that support the project on technical matters. The CCB plays a critical role in managing change to the project's baseline and ensuring prospective changes are clearly defined, appropriate, and within the cost, schedule and performance parameters approved by the AE as specified in the PEP. Note: CCB is the generic term and needs to be clarified as to what level CCB it is, e.g., Contractor CCB (CCCB), FPD CCB. The top level CCB is the ESAAB. (adapted from DOE G 413.3-20)

Contractor Change Control Board (EFCOG-Proposed New Term)

CCCB

The review body that has the authority for approving changes consistent with the project scope requirements, budgeted cost, and schedule. CCCB membership should include the project management, contracts representative, financial representative, and Subject Matter Experts (SMEs) that support the project on technical matters. The CCCB plays a critical role in managing change within the project's contract budget baseline. (DOE G 413.3-20 modified for contractor level CCB)

Change Control Log

CCL

Document that lists changes and provides status including pending changes and actions taken. (Developed from G 413.3-10A)

Critical Decision

CD

A formal determination made by the SAE or AE at a specific point during the project that allows the project to proceed to the next phase or CD. (DOE O 413.3B) See Figures 3-1 and 3-2.

Critical Decision-0, Approve Mission Need

CD-0

The formal milestone that establishes a project and begins the process of conceptual planning and design used to develop alternative concepts and functional requirements. Additionally, CD-0 approval allows the Program to request PED funds for use in preliminary design, final design and baseline development. (modified from DOE O 413.3B)

Critical Decision-1, Approve Alternative Selection and Cost Range

CD-1

The formal milestone that marks the completion of the project Definition Phase and the conceptual design. Approval of CD-1 provides the authorization to begin the project Execution Phase and allows PED funds to be used. (modified from DOE O 413.3B)

Critical Decision-2, Approve Performance Baseline

CD-2

The formal milestone that marks the approval of the performance baseline and requires the completion of preliminary design. It is the first major milestone in the project Execution Phase. Approval of CD-2 authorizes submission of a budget request for the TPC. (modified from DOE O 413.3B)

Critical Decision-3, Approve Start of Construction

CD-3

The formal milestone that provides authorization to complete all procurement and construction and/or implementation activities and initiate all acceptance and turnover activities. Approval of CD-3 authorizes the project to commit all the resources necessary, within the funds provided, to execute the project. (modified from DOE O 413.3B)

Critical Decision- 3A, Long-Lead Procurement or Phased Implementation of CD-3

CD-3A

The formal milestone that provides authorization to initiate long-lead procurement or start a construction phase as planned in a phased project using a tailored approach. (derived from DOE O 413.3B)

Critical Decision-4, Approve Start of Operations or Project Completion

CD-4

The formal milestone that marks the achievement of the completion criteria (i.e., KPPs/project scope) defined in the PEP (or in the PRD, for NNSA projects), and if applicable, subsequent approval of transition to operations. (modified from DOE O 413.3B)

Cumulative Distribution Function

CDF

A statistical function based on the accumulation of the probabilistic likelihood of occurrences. For DOE risk analysis, it represents the likelihood that at a given percentage the project cost or duration will be at or below a given value. As an example, the x-axis might represent the range of potential project cost values evaluated by the Monte Carlo simulation and the y-axis represents the project's probability of completion. Also knows as an S-Curve. (DOE G 413.3-7A / DOE G 413.3-21). See Figures 3-11 and 3-12.

Conceptual Design Report

CDR

A document that includes a clear and concise description of the alternatives analyzed, the basis for the alternative selected, how the alternative meets the approved mission need, the functions and requirements that define the alternative and demonstrate the capability for success, and the facility performance requirements, planning standards and life-cycle cost assumptions. The CDR should also clearly and concisely describe the KPPs that will form the basis of the PB at CD-2. When the purpose of the project is remediation, restoration, or demolition, other forms of documenting the requirements and alternative(s) may be used. The CDR is produced as part of completing CD-1. (modified from DOE O 413.3B, p. C-5; Sect. 4)

Cost-Effectiveness Analysis (also Cost-Effective Analysis)

CEA

An evaluation conducted whenever it is unnecessary or impractical to consider the dollar value of the benefits provided by the alternatives under consideration when: each alternative has the same annual benefits expressed in monetary terms; or, each alternative has the same annual effects, but dollar values cannot be assigned to their benefits. Analysis of alternative projects often falls into this category. Cost-effective (effectiveness) analysis can also be used to compare projects with identical costs but differing benefits. In this case, the decision criterion is the discounted present value of benefits. The alternative program with the largest benefits would normally be favored. (Derived from GAO-09-3SP, p53 and DOE G 413.3-21)

Cost Estimating Relationship

CER

A technique used to estimate a particular cost or price by using an established relationship with an independent variable. (FAI Glossary) See FAR 15.404- 1(c)(2)(i)(C) for further information.

Comprehensive Environmental Response, Compensation, and Liability Act

CERCLA

Enacted in 1980 and as may be amended, a United States federal law designed to clean up sites contaminated with hazardous substances, also known as "Superfund".

Contract Funds Status Report

CFSR

Document providing funding data used for updating and forecasting contract funds requirements, planning and decision making on funding changes to the contract, developing funds requirements and estimates in support of approved projects, determining funds in excess of contract needs and available for deobligation, and obtaining rough estimates of termination costs. (Source: DOE G 413.3-10A modified)

Continuous Improvement Opportunity

CIO

A recommended improvement or expansion of good practices for wider application and does not require a Corrective Action Plan. (DOE G 413.3-10A)

Confidence Level

CL

The likelihood – expressed as a percentage – that an occurrence will be realized. The higher the confidence level, the higher the probability that the event will occur. For cost estimating, CL is the probability that a cost estimate or schedule can be achieved or bettered. One of the outputs of a Monte Carlo simulation is a cumulative probability distribution which allows one to determine the associated cost or duration for a given confidence level. (Adapted from DOE O 413.3-3B and DOE G 413.3-7A). See Figures 3-11 and 3-12.

Contract Management Plan

CMP

A document developed during the acquisition planning phase. An objective of an effective CMP is to ensure that the contract's products and services are delivered on time consistent with the contract's stated performance and quality standards at a reasonable cost while minimizing the Government's risk. Many of the documents (Quality Assurance Surveillance Plan, Performance Evaluation and Measurement Plan, Risk Management Plan, etc.) created or modified during the acquisition planning phase will be analyzed to determine an appropriate contract management strategy. (DOE AG modified)

Contracting Officer

CO

The only individual with the authority to enter into, administer, and/or terminate contracts, and make related determinations and findings. The Head of the Contracting Activity (HCA) appoints and issues a warrant to individuals who meet the education and experience criteria required for FAC-C certification. Within the delegation from the HCA, the CO authorizes work execution in accordance with the approved baseline. (FAR 2.101[first sentence] and DOE G 413.3-20)

Code of Accounts

COA

A systematic structure for organizing and managing asset, cost, resource, and schedule information; an index to facilitate finding, sorting, compiling, summarizing, and otherwise managing and reporting information to which the code is tied. A complete COA includes definitions of the content of each account. (adapted from DOE G 413.3-21)

Contracting Officer's Representative

COR

An individual designated and authorized in writing by the CO to perform specific technical or administrative functions. The COR monitors the contract and provides technical direction that does not otherwise result in a change to the contract's cost, schedule, or performance requirements. (Same as COTR) (FAR 2.101[first sentence] and DOE G 413.3-20)

Contracting Officer's Technical Representative

COTR

See Contracting Officer's Representative (COR) definition.

Commercially Available Off-The- Shelf Item

COTS

1. (1) Means any item of supply (including construction material) that is—(i) A commercial item (as defined in paragraph (1) of FAR 2.101); (ii) Sold in substantial quantities in the commercial marketplace; and (iii) Offered to the Government, under a contract or subcontract at any tier, without modification, in the same form in which it is sold in the commercial marketplace; and (2) Does not include bulk cargo, as defined in section 3 of the Shipping Act of 1984 (46 U.S.C. App. 1702), such as agricultural products and petroleum products. (FAR 2.101)2. Any item, other than real property, that is of a type customarily used by the general public for nongovernmental purposes, and that has been sold, leased, or licensed to the general public; is sold, leased, or licensed in substantial quantities in the commercial marketplace; and is offered to the Government, without modification, in the same form in which it is sold, leased, or licensed in the commercial marketplace. (OMB A-11 CPG)

Critical Path

CP

A sequence of discrete tasks/activities in the network that has the longest total duration through the contract or project. Discrete task/activities along the critical path have the least amount of float/slack. Activities that contain "0" or negative total float are not by default the critical path. The critical path calculation is based on relationships, lead/lag times, durations, constraints, and status. Excessive constraints and incomplete, incorrect, or overly constrained logic shall be avoided because they can skew the critical path. (DI-MGMT-81861 IPMR DOE Version 20140211)

Cost-Plus Award Fee Contract

CPAF (contract)

A cost-reimbursement contract that provides for a fee consisting ofa. A base amount fixed at inception of the contract, if applicable and at the discretion of the CO, andb. An award amount that the contractor may earn in whole or in part during performance and that is sufficient to provide motivation for excellence in areas of cost, schedule and technical performance, such as quality, timeliness, technical ingenuity, and cost- effective management. The amount of the award fee to be paid is determined by the designated Fee- Determining Official (FDO) who reviews the recommendations of the Award-Fee Board in determining the amount of award fee to be earned by the contractor for each evaluation period. (as described at FAR 16.405-2(a))

Contract Performance Baseline

CPB

Contract scope, CBB, schedule, deliverables and contract end date (DOE G 413.3-20). See Figures 3-6 and 3-7.

Continuous Probability Distribution

CPD

A probability distribution that represents uncertainty in values over an uninterrupted range of a variable, such as time and cost. (PMCDP Glossary) See Figure 3-11.

Cost-Plus-Fixed- Fee Contract

CPFF (contract)

A cost-reimbursement contract that provides for payment to the contractor of a negotiated fee that is fixed at the inception of the contract. The fixed fee does not vary with actual cost, but may be adjusted as a result of changes in the work to be performed under the contract. This contract type permits contracting for efforts that might otherwise present too great a risk to contractors, but it provides the contractor only a minimum incentive to control costs. (as described at FAR 16.306(a))

Cost Performance Index

CPI

Cost performance index indicates how much effort, efficiency, or return of value received for every dollar spent. CPI = BCWP / ACWP. (DOE G 413.3-10A) See Figure 3-3.

Cost-Plus- Incentive-Fee Contract

CPIF (contract)

A cost-reimbursement contract that provides for the initially negotiated fee to be adjusted later by a formula based on the relationship of total allowable costs to total target costs. This contract type specifies a target cost, a target fee, minimum and maximum fees, and a fee adjustment formula. After contract performance, the fee payable to the contractor is determined in accordance with the formula. The formula provides, within limits, for increases in fee above target fee when total allowable costs are less than target costs, and decreases in fee below target fee when total allowable costs exceed target costs. This increase or decrease is intended to provide an incentive for the contractor to manage the contract effectively. When total allowable cost is greater than or less than the range of costs within which the fee-adjustment formula operates, the contractor is paid total allowable costs, plus the minimum or maximum fee. (as described at FAR 16.405-1(a))

Critical Path Method

CPM

A schedule analysis technique for managing a project's schedule that uses a forward pass, backward pass and float analysis to document all paths through the Project Schedule Network Diagram. The purpose of this technique is to identify the critical path. See Critical Path. (PMCDP Glossary)

Contractor Project Manager

CPM (or PM)

The contractor official who is responsible and accountable for successful execution of the contractor's project scope of work subject to the contract terms and conditions. The CPM interfaces with the Federal Project Director.(DOE G 413.3-7A)

Contract Performance Report

CPR

1. Contract cost and schedule performance data that is used to identify problems early on an acquisition contract and forecast future contract performance in Earned Value Management (EVM). (Source: AcqNotes.com) Report content was prescribed by DOD Data Item Description DI-MGMT-81466A. (DOE G 413.3-10A) [Note: The Integrated Program Management Report (IPMR) Data Item Description DI- MGMT-81861, integrates the CPR and the IMS.]2. Contractually required reports, prepared by the contractor, containing performance information derived from the internal EVMS. Provides status of progress on the contract. (DoD Earned Value Management Implementation Guide, Oct 2006)

Cost Performance Report

CPR

See Contractor Performance Report (which is the current term).

Critical Path Schedule

CPS

A schedule view showing the critical path. (See critical path, CPM and schedule definitions) (APM)

Cost- Reimbursement Contract

CR (contract)

A contract that provides for payment of allowable incurred costs, to the extent prescribed in the contract. These contracts establish an estimate of total cost for the purpose of obligating funds and establishing a ceiling that the contractor may not exceed (except at its own risk) without the approval of the Contracting Officer. (as described at FAR 16.301-1)

Contractor Requirements Document

CRD

The DOE document that identifies the requirements that the prime contractor's project management system must satisfy (Attachment 1 to DOE O 413.3B). (DOE O 413.3B)

Cognizant Secretarial Office

CSO

See Program Secretarial Office (PSO)

Central Technical Authority

CTA

The person(s) responsible for maintaining operational awareness, especially with respect to complex, high- hazard nuclear operations and ensuring that the Department's nuclear safety policies and requirements are implemented adequately and properly (see DOE O 410.1 for further discussion). In this context, it is important to recognize that the CTAs have responsibilities related to nuclear safety directives that apply to projects. (p. B-10; Sect. 14) (DOE O 413.3B)

Critical Technology Element

CTE

A technology element is "critical" if the system being acquired depends on the technology element to meet operational requirements being acquired (with acceptable development, cost and schedule; and with acceptable production and operations costs) and if the technology element or its application is either new or novel. (DOE G 413.3-4A)

Cost Variance

CV

1. A metric for the financial performance on a project over a period of time, as of a specific date. It is the difference between earned value, or budgeted cost of work performed (BCWP), and the actual cost, or actual cost of work performed (ACWP). (modified from ANSI/EIA 748-C). See Figure 3-3.2. A metric for showing cost performance derived from earned value data. It is the algebraic difference between earned value and actual cost (cost variance = earned value - actual cost.) A positive value indicates a favorable condition and a negative value indicates an unfavorable condition. It may be expressed as a value for a specific period of time or cumulative to date. (DOD Earned Value Implementation Guide, Oct 2006)

Construction- Work-in-Progress

CWIP

An account [that] includes costs of additions and retirements of Property, Plant & Equipment that is in progress and is being accumulated during the acquisition or construction period. (DOE FM Hdbk p.11)

Commissioning

Cx

The process of testing a facility, or portion thereof, to establish the performance characteristics and determine if the it meets the project end-state requirements established in the performance baseline (key performance parameters) or contract. (Derived from DOE O 413.3B and HDBK 1188-2006)

Decontamination & Decommissioning

D&D

A closure process used for facilities that have no current or future mission. See individual definitions above for each specific term.

Deactivation, Decontamination, Dismantlement & Restoration

DDDR

A grouping of activities at the end of the project life cycle. See individual terms for specific definitions. (OAPM)

Documented Safety Analysis

DSA

A documented analysis of the extent to which a nuclear facility can be operated safely with respect to workers, the public, and the environment, including a description of the conditions, safe boundaries, and hazard controls that provide the basis for ensuring safety. [10 CFR 830.3]

Estimate-at- Completion

EAC

Actual cost of work completed to date plus the predicted costs and schedule for finishing the remaining work. The current estimated total cost for project authorized work. EAC equals the actual cost to a point in time plus the estimated costs to completion. (EAC=ACWP+ETC) (DOE G 413.3-7A / DOE G 413.3-21) (See Gold Card, Figure 3-3)

Early Finish (Time/Date)

EF

In the critical path method, represents the earliest possible point in time (date) in which the uncompleted portions of a project activity can finish, based on the schedule network logic and/or any schedule constraints, etc. (modified from PMCDP Glossary)

External Independent Review

EIR

A project review performed by personnel from OAPM and augmented by individuals outside DOE, primarily to support validation of either the Performance Baseline (CD-2) or Construction/Execution Readiness (CD-3). OAPM selects an appropriate group of subject matter experts in a contracted capacity to assist with these reviews. (DOE O 413.3B)

Expected Monetary Value

EMV

The total of the weighted outcomes (in monetary terms) associated with a decision. It is expressed mathematically as the product of an event's probability of occurrence and the monetary gain or loss that will result. (see also expected value) (PMCDP Glossary)

Early Start (Time/Date)

ES

In the critical path method, represents the earliest possible point in time (date) in which the uncompleted portions of a project activity can start, based on the schedule network logic and/or any schedule constraints, etc. (modified from PMCDP Glossary)

Energy Systems Acquisition Advisory Board

ESAAB

Advises the SAE on CDs related to Major System Projects, site selection and PB deviation dispositions. (DOE O 413.3B)

Energy Savings Performance Contract

ESPC

An alternative financing mechanism authorized by the US Congress designed to accelerate investment in cost effective energy conservation measures in existing Federal Buildings. ESPCs allow Federal agencies to accomplish energy savings projects without up-front capital costs and without special Congressional appropriations. The Energy Policy Act of 1992 (EPACT 1992) authorized Federal agencies to use private sector financing to implement energy conservation methods and energy efficiency technologies (10 CFR 436, Subpart B, Final Rule on Energy Savings Performance Contracts)

Estimate-to- Complete

ETC

Estimate of costs to complete all authorized work from a point in time to the end of the program/project or task. (combined ANSI/EIA 748 -13 , DOE O 413.3B and DOE G 413.3-7A /DOE G 413.3-21) See Figure 3- 3.

Earned Value

EV

The budgeted amount of work actually accomplished in a given time. Simply defined, Earned Value represents the worth of work accomplished during the period. Earned Value is the value of completed work expressed in terms of the budget assigned to that work, also referred to as Budgeted Cost for Work Performed (BCWP). (DOE O 413.3B modified and ANSI/EIA 748-C) See Gold Card, Figure 3-3.

Earned Value Management System

EVMS

An integrated set of policies, procedures and practices a. to objectively track true performance on a project or program and b. necessary to provide reliable and accurate project and program information to support project management as a decision making tool and a critical component of risk management. EVMS represents an integration approach that is able to provide an early warning of performance problems while enhancing leadership decisions for successful corrective action. (Source: DOE O 413.3B and DOE G 413.3-10A combined and modified)

Federal Acquisition Regulation

FAR

The principal set of rules in the Federal Acquisition Regulation System. This system consists of sets of regulations issued by agencies of the federal government of the United States to govern what is called the "acquisition process"; this is the process through which the government purchases ("acquires") goods and services. That process consists of three phases: (1) need recognition and acquisition planning, (2) contract formation, and (3) contract administration. The FAR System regulates the activities of government personnel in carrying out that process. It does not regulate the activities of private parties; however, its requirements may be implemented through contract terms and conditions which define the contractual obligations of those private parties who enter into Government contracts.The FAR is codified in Title 48 of the United States Code of Federal Regulations. It is issued pursuant to the Office of Federal Procurement Policy Act of 1974 (Pub. L. 93-400 and Title 41 of the United States Code), Chapter 7. Statutory authority to issue and maintain the FAR resides with the Secretary of Defense, the Administrator of General Services, and the Administrator, National Aeronautics and Space Administration, 41 U.S.C. § 421(c)(1), subject to the approval of the Administrator of Federal Procurement Policy, 41 U.S.C. § 405.

Federal Project Director's Change Control Board

FCCB

The review body with authority for approving changes that is consistent with the project's baseline performance requirements, budgeted cost, and schedule. The FPD CCB is the lowest-level government CCB. CCB membership should include the project management, contracts representative, CFO representative, and Subject Matter Experts (SMEs) that support the project on technical matters. The CCB plays a critical role in managing change to the project's baseline and ensuring prospective changes are clearly defined, appropriate, and within the cost, schedule and performance parameters approved by the AE as specified in the PEP. (DOE G 413.3-20)

Finish-to-Finish

F-F

Logical relationship between two project activities in which the completion of the work for a successor activity is dependent on the completion of the work for a predecessor activity. (PMCDP Glossary)

Firm Fixed-Price Contract

FFP (contract)

A contract that provides for a price that is not subject to any adjustment on the basis of the contractor's cost experience in performing the contract. (as described at FAR 16.202-1)

Free on Board

FOB

A term used in conjunction with a physical point to determine:a. The responsibility and basis for payment of freight charges; andb. Unless otherwise agreed, the point at which title for goods passes to the buyer or consignee. (FAR 47.001)

Federal Project Controls Manager

FPCM

The FPCM supports the FPD in preparation and review of project budgets, cost estimates, schedules, and basis of estimate documentation. The FPCM reviews contractor EVMS and other project reports and usually acts as the board secretary for the FPD Change Control Board (FCCB). (DOE G 413.3-20)

Federal Project Director

FPD

The individual certified under the Department's PMCDP as responsible and accountable to the AE or Program Secretarial Officer for project execution. Responsibilities include developing and maintaining the PEP; managing project resources; establishing and implementing management systems, including performance measurement systems; and approving and implementing changes to project baselines. (DOE O 413.3B)

Forward Pricing Rate Agreement

FPRA

A written agreement negotiated between a contractor and the Government to make certain rates available during a specified period for use in pricing contracts or modifications. These rates represent reasonable projections of specific costs that are not easily estimated for, identified with, or generated by a specific contract, contract end item, or task. These projections may include rates for such things as labor, indirect costs, material obsolescence and usage, spare parts provisioning, and material handling. (FAR 2.101)

Finish-to-Start

F-S

Logical relationship between two project activities in which the initiation of the work for a successor activity is dependent on the completion of the work for a predecessor activity. (PMCDP Glossary)

Final Safety Analysis Report

FSAR

Document submitted to and approved by DOE prior to the authorization to operate a new nuclear facility or that documents the adequacy of the safety analysis for an existing nuclear facility. (HDBK-1188-2006)

Full-Time Equivalents

FTEs

Reflects the total number of regular straight-time hours (i.e., not including overtime or holiday hours) worked by employees divided by the number of compensable hours applicable to each fiscal year. Annual leave, sick leave, and compensatory time off and other approved leave categories are considered to be "hours worked" for purposes of defining FTE employment. (GAO-05- 734SP Glossary)

Fiscal Year

FY

The accounting period for which annual financial statements are regularly prepared, generally a period of 12 months, 52 weeks, or 53 weeks. (FAR 31.001) For US Gov't, fiscal years currently run 1 October to 30 September with the year number as of January, e.g. FY 2013, starts October 2012.

General and Administrative Expense

G&A (expense)

Any management, financial, and other expense which is incurred by or allocated to a business unit and which is for the general management and administration of the business unit as a whole. G&A expense does not include those management expenses whose beneficial or causal relationship to cost objectives can be more directly measured by a base other than a cost input base representing the total activity of a business unit during a cost accounting period. (FAR 2.101)

General and Administrative Rate

G&A (rate)

The indirect cost rate used by a concern to recover G&A Expense. (FAI Glossary)

Government Direct Costs

GDC

Government costs that are needed for the project such as government furnished services, items and equipment, government supplied utilities (if directly metered), and applicable waste disposal fees. (DOE G 413.3-21)

Government Furnished Equipment

GFE

A tangible item provided by the Government in a contract that is functionally complete for its intended purpose, durable, nonexpendable, and needed for the performance of a contract. Equipment is not intended for sale, and does not ordinarily lose its identity or become a component part of another article when put into use. Equipment does not include material, real property, special test equipment or special tooling. (adapted from FAR 45.101) Note: equipment can include assemblies, components, parts, and engineered items.

Government Furnished Material

GFM

Material furnished by the Government consumed or expended in performance of a contract, component parts of a higher assembly, or items that lose their individual identity through incorporation into an end- item. Material does not include equipment, special tooling, special test equipment or real property. Property includes assemblies, components, parts, raw and processed materials, and small tools and supplies. (adapted from FAR 45.101 and 45.301)

Government Furnished Property

GFP

Property in the possession of, or directly acquired by, the Government and subsequently furnished to the contractor for performance of a contract. Government- furnished property includes, but is not limited to, spares and property furnished for repair, maintenance, overhaul, or modification. Government-furnished property also includes contractor-acquired property if the contractor- acquired property is a deliverable under a cost contract when accepted by the Government for continued use under the contract. (FAR 45.101)

General Plant Project

GPP

Miscellaneous minor new construction project, of a general nature, the total estimated cost may not exceed the congressionally established limit. GPPs are necessary to adapt facilities to new or improved production techniques, to effect economies of operations, and to reduce or eliminate health, fire and security problems. These projects provide for design and/or construction, additions, improvements to land, buildings, replacements or additions to roads and general area improvements. (DOE FM Handbook, Ch. 10 and DOE O 413.3B)

Hazard Category

HAZ CAT

The consequences of unmitigated releases of radioactive and/or hazardous material are evaluated and classified by the following hazard categories:A. CATEGORY 1. The hazard analysis shows the potential for significant offsite consequences.B. CATEGORY 2. The hazard analysis shows the potential for significant onsite consequences.C. CATEGORY 3. The hazard analysis shows the potential for only significant localized consequences. [DOE O 5480.31] [EH62dd1]

Head of Contracting Activity

HCA

The official who has overall responsibility for managing the contracting activity. This official is delegated HCA authority from the DOE Senior Procurement Executive or the NNSA Senior Procurement Executive. This formal delegation prescribes the specific source and scope of the HCA's authority with respect to that individual's contracting actions. HCA delegations are unique and specific to an individual in a program or field activity, based on mission, workload, performance and other factors considered by the DOE Senior Procurement Executive or the NNSA Senior Procurement Executive. (FAR 2.101, first sentence; DOE G 413.3-20)

High Performance and Sustainable Building

HPSB

Facility complies with the Guiding Principles for Federal Leadership in High Performance and Sustainable Buildings (Guiding Principles):

  • Employ integrated design Principles;
  • Optimize energy performance;
  • Protect and conserve water;
  • Enhance indoor environmental quality; and
  • Reduce environmental impact of materials. (Executive Order 13514)

Integrated Baseline Review

IBR

An evaluation to help program managers fully understand the detailed plan to accomplish program objectives and identify risks so they can be included in the risk register and closely monitored. The purposes of the IBR are to verify as early as possible whether the performance measurement baseline is realistic and to ensure that the contractor and government (or implementing agency) mutually understand program scope, schedule, and risks. To do this, the IBR assesses the following risks:

  • Is the technical scope of the work fully included and consistent with authorizing documents?
  • Are key schedule milestones identified and does the schedule reflect a logical flow?
  • Are resources involving cost—budgets, facilities, skilled staff—adequate and available for performing assigned tasks?
  • Are tasks well planned and can they be measured objectively relative to technical progress?
  • Are management processes in place and in use?

OMB requires the government to conduct an IBR, or equivalent, for all programs in which EVM is required. (Derived from GAO-09-3SP; p 231 and NDIA IPMD IBR Guide)

Independent Cost Assessment

ICA

An outside evaluation of a program's cost estimate that examines its quality and accuracy, with emphasis on specific cost and technical risks, it involves the same procedures as those of the program estimate but using different methods and techniques (Derived from GAO- 09-3SP, p188 (list of types of cost reviews))

Independent Cost Estimate

ICE

A cost estimate, prepared by an organization independent of the project sponsor, using the same detailed technical and procurement information to make the project estimate. It is used to validate the project estimate to determine whether it is accurate and reasonable. (DOE O 413.3B)

Independent Cost Review

ICR

An independent evaluation of a project's cost estimate that examines its quality and accuracy, with emphasis on specific cost and technical risks. It involves the analysis of the existing estimate's approach and assumptions. (DOE O 413.3B)

Indefinite-Delivery Contract

ID (contract)

A contract that may be used to acquire supplies and/or services when the exact times and/or exact quantities of future deliveries are not known at the time of contract award. There are three types: definite quantity; requirements; and indefinite quantity. (as described at FAR 16.501-2(a))

Integrated Facilities and Infrastructure

IFI

A crosscut budget exhibit developed in conjunction with the Department's budgeting process to ensure sustained improvement in real property management. It constitutes the resources required to implement a Ten-Year Site Plan. The IFI budget also includes reports on direct maintenance and an estimate of indirect maintenance and repair funding requirements. (DOE O 430.1B)

Independent Government Cost Estimate

IGCE

The government's estimate of the resources and its projected costs that a contractor would incur in the performance of a contract. These costs include direct costs such as labor, supplies, equipment, or transportation and indirect costs such as labor overhead, material overhead, as well as general and administrative expenses, profit or fee. (Refer to FAR 36.203 and FAR 15.406-1.) (DOE O 413.3B)

Institutional General Plant Project

IGPP

Miscellaneous minor (i.e., up to $5 million new construction of a general institutional nature benefiting multiple cost objectives and required for general purpose site-wide needs. IGPPs do not include projects whose benefit can directly be attributed to a specific or single program. IGPPs are consistent with the General Plant Project threshold and capitalization criteria in the DOE Accounting Handbook, Chapter 10. Example IGPP projects are multi-programmatic/interdisciplinary scientific laboratory, institutional training facility, site- wide maintenance facilities and utilities, new roads, multi-programmatic office space, multi-programmatic facilities required for "quality of life" improvements, and replacement or upgrade to a core utility, land, and facility that is no longer reliable. (DOE O 430.1B)

Integrated Master Plan

IMP

An event-based plan consisting of a hierarchy of program events with each event being supported by specific accomplishments, and each accomplishment associated with specific criteria to be satisfied for its completion. The IMP is normally part of the contract and thus contractually binding (DoD contracts). (DoD IMP/IMS Preparation and Use Guide)

Integrated Master Schedule

IMS

An integrated and networked multi-layered schedule of program tasks required to complete the work effort captured in a related IMP. The IMS should include all IMP events and accomplishments and support each accomplishment closure criteria. (DoD DAU)

Initial Operating Capability

IOC

The first attainment of a system, component, or equipment of the ability to perform its intended function or meet required or specified characteristics in the operating environment. (Derived from DoD Dictionary and DOE G 413.3-4A)

Independent Project Review

IPR

A project management tool that serves to verify the project's mission, organization, development, processes, technical requirements, baselines, progress and/or readiness to proceed to the next successive phase in DOE's Acquisition Management System. (DOE O 413.3B)

Integrated Project Team

IPT

A cross-functional group of individuals organized for the specific purpose of delivering a project to an external or internal customer. It is led by a Federal Project Director. The IPT is accountable for planning, budgeting, procurement and life-cycle management of the investment to achieve its cost, schedule, and performance goals. Team skills include: budgetary, financial, capital planning, procurement, user, program, architecture, earned value management, security, and other staff as appropriate. (combined from DOE O 413.3B and OMB A-11)

Indefinite-Quantity Contract

IQ (contract)

An indefinite-delivery contract that provides for an unspecified quantity, within stated limits (minimum and maximum), of supplies or services to be furnished during a fixed period, with deliveries or performance to be scheduled by placing orders with the contractor. (as described at FAR 16.504(a))

Integrated Safety Management

ISM

Systematic unification of the protection of public, workers, and the environment into management and work practices at all levels. The fundamental premise of ISM is that accidents are preventable through early and close attention to safety, design, and operation, and with substantial stakeholder involvement in teams that plan and execute the project, based on appropriate standards. (modified from DOE G 450.4-1C)

Integrated Safety Management System Description Document

ISM SDD

A document specifying the process for implementing ISM on the project. See ISMS and ISM. ISM SDD must be consistent with the hazards and complexity of the facilities and work performed. Furthermore, this document must clearly describe how ISM Guiding Principles and Core Functions (see DOE P 450.4A) have been applied and how relevant safety goals and objectives are established, documented, and implemented. (DOE O 450.2)

Integrated Safety Management Plan

ISMP

See ISM SDD. Term in DOE O 413.3B superseded by new DOE O 450.2.

Integrated Safety Management System

ISMS

The application of ISM to a project or activity. (from DOE O 413.3B)

International Standardization Organization 9000

ISO 9000

Internationally recognized voluntary quality management standard developed by the International Organization for Standardization that has been adopted by DOE. Organizations that utilize ISO 9000 approaches seek to ensure their an organization can repeatedly deliver products or services by adhering to eight guiding principles: customer focus; leadership; involving people; process approach; system approach to management; continual improvement; factual approach to decision making; and, mutually beneficial supplier relationships. (modified PMCDP Glossary)

Key Performance Parameter

KPP

A vital characteristic, function, requirement or design basis that if changed, would have a major impact on the facility or system performance, scope, schedule, cost and/or risk, or the ability of an interfacing project to meet its mission requirements. A parameter may be a performance, design, or interface requirement. Appropriate parameters are those that express performance in terms of accuracy, capacity, throughput, quantity, processing rate, purity, reliability, sustainability, or others that define how well a system, facility or other project will perform. In aggregate, KPPs comprise the scope of the project. For a typical project, the expectation is for about 3-5 succinct and, measurable KPPs to be identified. (ICE-ICR SOP, DOE O 413.3B, DOE G 413.3-4)

Life Cycle

LC

A complete array of stages that comprise an asset's period of existence including planning through acquisition, operation, maintenance, remediation, long term stewardship and disposition. See life-cycle cost analyses. [derived from DOE O 430.1B, DOE G 433.1-1, DOE G 450.4-1B and DOE G 413.3-21)]

Life-Cycle Cost(s)

LCC

The total cost to the Government of acquiring, operating, supporting, and (if applicable) disposing of the items being acquired. The sum total of all direct, indirect, recurring, nonrecurring and other related costs incurred or estimated to be incurred in the planning, design, development, procurement, production, operations and maintenance (periodic or continuing), support, recapitalization and final disposition of real property over its anticipated life span for every aspect of the program, regardless of funding source. (Derived from OMB, DOE G 413.3-21, DOE G 413.3-13, DOE O 413.3B and ICE-OCR SOP). See Figure 3-10.

Life-Cycle Cost Analysis

LCCA

Assessment of the direct, indirect, recurring, nonrecurring, and other related costs incurred or estimated to be incurred in the design, development, production, operation, maintenance, support, and final disposition of a major system over its anticipated useful life span. LCCA considers all costs (capital, operating, and decommissioning expenses for the duration of a project) for various alternative approaches, including inflation and discount rates. ( DOE G 413.3-21)

Life-Cycle Cost Estimate

LCCE

A documented statement of costs to be incurred to complete all stages of a project from planning through acquisition, maintenance, operation, remediation, disposition, long-term stewardship, and disposal. The results of a LCCA. (derived from DOE G 413.3-21 and DOE O 430.1B)

Leadership in Energy and Environmental Design

LEED®

The nationally accepted benchmark for the design, construction, and operation of high-performance green buildings, developed by the US Green Building Council (USGBC), LEED® promotes a whole building approach to sustainability by recognizing performance in key areas of human health and environmental impacts. (developed from USGBC and related sources)

Late Finish (Time/Date)

LF

In the critical path method, represents the latest possible point in time (date) in which the project activity can be completed based on the schedule network logic and/or any schedule constraints, etc., without violating a schedule constraint or delaying the project completion date. (PMCDP Glossary)

Level-of-Effort

LOE

Baseline scope of a general or supportive nature for which performance cannot be measured or is impracticable to measure using activity-based methods. Resource requirements are represented by a time- phased budget scheduled in accordance with the time the support will likely be needed. The value is earned by the passage of time and is equal to the budget scheduled in each time period. (DOE G 413.3-7A and DOE G 413.3-21)

Lines of Inquiry

LOIs

An ordering of questions so as to develop a particular argument. Specifically, for use on DOE projects, LOIs are questions or specific items, areas, or topics to be reviewed, developed as part of a structured review, such as an EIR, IPR, or peer review. (APM)

Lead Program Secretarial Office

LPSO

A Program Secretarial Office that is responsible for implementation of policy promulgated by Headquarters staff and support organizations for a field office. The LPSO owns the site, manages its own program projects, and acts as a host for tenant Cognizant Secretarial Offices/PSOs by providing facility and/or infrastructure support. (DOE O 430.1B)

Late Start (Time/Date)

LS

In the critical path method, represents the latest possible point in time (date) in which the project activity can start based on the schedule network logic and/or any schedule constraints, etc., without violating a schedule constraint or delaying the project completion date. (PMCDP Glossary)

Management & Operating

M&O

Contracting Organization responsible for executing for a government site or grouping of facilities functions such as construction, repairs, physical plant operations, maintenance, equipment and systems stewardship, project and activity management, program and service personnel management, decommissioning, and waste management. (Derived from FAR). See Management and Operating Contract.

Management & Operating Contract

M&O (contract)

1. An agreement under which the Government contracts for the operation, management, or support, on its behalf, of a Government-owned or -controlled research, development, special production, or testing establishment wholly or principally devoted to one or more major programs of the contracting Federal agency. (FAR 17.60)2. A special contracting method used by agencies with requisite contracting authority and subject to the requirements of FAR 17.6 (and for DOE DEAR 970). (EFCOG)

Major Item of Equipment

MIE

Capital equipment not related to a specific construction project. In most cases, capital equipment is installed with little or no installation or construction cost. However, in cases where the equipment requires provision of foundations, utilities, structural modifications, and/or additions to a building, the project can be defined as MIE. The associated construction activities must not constitute more than 20 percent of the costs of the equipment or exceed the GPP threshold established by Congress. (DOE O 413.3B)

Mission Need Statement

MNS

The primary document supporting the AE's decision to initiate exploration of options to fulfill a capability gap including but not limited to acquisition of a new capital asset. The mission need statement document identifies a capability gap between the current state of the program's mission and the mission plan. It is the first step in the identification and execution of a DOE project. It should describe the general parameters of the solution and why it is critical to the overall accomplishment of the Department's mission, including the benefits to be realized. The mission need statement is NOT an engineering study or a proposed solution to a capability gap in the mission. It should not be defined by equipment, facility, technological solution, or physical end-item. This approach allows the program office the flexibility to explore a variety of solutions and not limit potential solutions. (derived from DOE O 413.3B, DOE G 413.3-17, and PMCDP Glossary)

Cost Management Reserve

MR

Management Reserve term and definition (# 362) should be used instead of Cost Management Reserve.

Management Reserve

MR

1. Management reserve is an amount of the total contract budget withheld for management control purposes by the contractor. (DOE AG Chapter 43.3)2. Management Reserve is an amount of the total contract budget withheld for management control purposes by the contractor for unexpected growth within the currently authorized work scope, rate changes, risk and opportunity handling, and other project unknowns. It is held outside the Performance Measurement Baseline but within the Contract Budget Base unless there is an OTB. (ANSI/EIA-748C).

Major System

MS

A project or system of projects having a total project cost of $750 million or greater or designated by the Deputy Secretary as a major system. (DOE G 413.3- 21)

Major System Project

MSP

A project with a TPC of greater than or equal to $750M or as designated by the Deputy Secretary. (DOE O 413.3B)

Non-Advocate Review

NAR

Performed by experienced but independent internal non-advocate staff, it ascertains the adequacy and accuracy of a program's estimated budget; assesses the validity of program scope, requirements, capabilities, acquisition strategy, and estimated life-cycle costs. (Derived from GAO-0903SP, p.188)

Non-Destructive Examination

NDE

The evaluation of an item (e.g., weld, component part, material) to determine if the item meets specifications without affecting the serviceability of the item itself. (Derived from NDT Testing and Training Center)

Non- Developmental Item

NDI

Any previously developed item of supply used exclusively for governmental purposes by a Federal agency, a State, or local government that requires only minor modifications or modifications of a type customarily available in the commercial marketplace. (OMB A-11 CPG)

Non-Destructive Testing

NDT

Quality control test procedures that examines the integrity (or lack, thereof) of materials, components or systems without causing damage to them. Nondestructive testing is, simply stated, exactly what its name implies - testing without destroying - to investigate the material integrity of the test object. More specifically, a nondestructive test is an examination of an object, material or system in any manner, which will not impair its future usefulness. (NDT Testing and Training Center)

National Environmental Protection Act

NEPA

Primary legislation that that established a U.S. national policy promoting the enhancement of the environment and established the President's Council on Environmental Quality. (PMCDP Glossary)

Non-Management and Operating Contract

non-M&O

A binding agreement between the Government and a contractor to provide a service, commodity or construct a facility or facilities. A non-M&O contract is different from an M&O contract in that M&O contracts have terms and conditions not typically found in non-M&O contracts. (DOE G 413.3-20)

Net Present Value

NPV

The difference between the discounted present value of benefits and the discounted present value of costs. (OMB Circular A-94, App A)

Office of Acquisition and Project Management

OAPM/APM

DOE organization responsible for oversight of project and contract management, including property management and financial assistance; cost estimating; and policy development. APM frequently used for OAPM. (PMCDP Glossary)

Organizational Breakdown Structure

OBS

A tool that can be used by the project management team and/or project management team leader in a hierarchal manner for the purposes of conducting and creating a thorough and clearly delineated depiction of the project organization for the purposes of the identification of responsibility within the project. The CAM is typically the lowest level of the OBS. The OBS should be established at the onset of the project to help in the purposes of organization; however, it is possible to conduct this in an ongoing basis. (APM)

Other Direct Cost

ODC

An ODC is a cost that can be identified specifically with a final cost objective that the contractor does not treat as a direct material cost or a direct labor cost.There are several additional direct costs that can be proposed by the contractor. These additional costs include:

  • Special tooling, test equipment;
  • Computer services;
  • Consulting services; and
  • Travel.
  • Federal excise taxes;
  • Royalties;
  • Preservation, packaging, and packing costs; and
  • Preproduction costs.

(APM ICE-ICR SOP)

Operating Expense

OE

Expense funded activities such as repair, maintenance or alterations that are part of routine operations and maintenance functions. (DOE O 413.3B)

Office of Engineering and Project Management

OECM

Predecessor to OAPM; old term.

Office of Management and Budget

OMB

The largest office within the Executive Office of the President of the United States. It's primary purpose is to assist the President prepare the Federal budget, and is also responsible for measuring the effectiveness of agency programs, policies, and procedures to see if they comply with the President's policies. (PMCDP Glossary)

Other Project Cost

OPC

Cost category for all other costs related to a project that are not included in the TEC. OPCs will include, but are not limited to: research and development; conceptual design and conceptual design report; startup and commissioning costs; NEPA documentation; PDS preparation; siting; and permitting requirements. (modified from DOE O 413.3B)

Operational Readiness Review

ORR

A disciplined, systematic, documented, performance- based examination of facilities, equipment, personnel, procedures and management control systems for ensuring that a facility can be operated safely within its approved safety envelope as defined by the facility safety basis plan. The ORR provides the basis for the Department to direct startup or restart of the facility, activity or operation. The ORR scope is defined based on the specifics of the facility and/or the reason for the shutdown as related to a minimum set of core requirements. A graded approach will be used in defining the depth of the Operational Readiness Review based on these core requirements. [DOE O 413.3B and DOE O 5480.31] [EH62dd1]

Operational Readiness Review/ Assessment

ORR/RA

A disciplined, systematic, documented, performance- based examination of facilities, equipment, personnel, procedures, and management control systems to ensure that a facility will be operated safely within its approved safety envelope as defined by the facility safety basis. (DOE G 450.4-1B)

Over Target Baseline

OTB

A project management tool that may be implemented when the cost overrun to the CBB is formally incorporated into the PMB for management purposes. An OTB is implemented to regain an executable baseline for performance measurement; there is no change to the contract requirements or schedule. The CBB does not change when an OTB is implemented. An OTB allows project managers to retain visibility into the original CBB while measuring performance when a contract experiences an overrun. In an overrun condition, the revised TAB is equal to the sum of CBB and the recognized overrun. [Note: Contractor OTBs require DOE approval] (Adapted from DoD OTB and OTS Guide) See Figures 3-4A, 3-4D and 3-14.

Over Target Schedule

OTS

A condition where the baseline schedule is time-phased beyond the contract's project completion date. While an OTS may be implemented without adding additional budget, normally an OTS also results in an OTB. (Source: DoD OTB and OTS Guide; DOE G 413.3-20) See Figure 3-14.

Project Assessment and Reporting System

PARS

A reporting process to connect field project status with headquarters to report and compare budgeted or scheduled project forecasts. (DOE O 413.3B)

Performance Baseline

PB

The collective key performance, scope, cost, and schedule parameters, which are defined for all projects at CD-2. The PB includes the entire project budget (TPC including fee and contingency) and represents DOE's commitment to Congress. (DOE O 413.3B) See Figures 3-6 and 3-7.

Performance-Based Acquisition

PBA

1. An acquisition structured around the results to be achieved as opposed to the manner by which the work is to be performed. (FAR 2.101)2. A services contract that:a. Describes requirements in a performance work statement;b. Uses measurable performance standards (i.e., terms of quality, timeliness, quantity, etc.) and the method assessing contractor performance against performance standards, (i.e., quality assurance surveillance plans; Includes performance incentives where appropriate. (as described at FAR 37.601)

Performance-Based Contract

PBC

See Performance-Based Acquisition which is the preferred term. Acquisition is the process; contract is the result.

Program Baseline Summary

PBS

Grouping of similar DOE-EM portfolio projects and activities for program planning, financial management, and life- cycle management purposes. Some typical PBS categories include Soil & Water Remediation, Waste Management, and Decontamination and Decommissioning. (APM)

Preliminary Design

PD

1. This is the design that is prepared following CD-1 approval. Preliminary design initiates the process of converting concepts to a design appropriate for procurement or construction. All KPPs and project scope are sufficiently defined to prepare a budget estimate. This stage of the design is complete when it provides sufficient information to support development of the PB. (DOE O 413.3B)2. Design phase that continues the design effort using conceptual and project design criteria as bases for project development; develops topographical and subsurface data and determines the requirements and criteria that will govern the definitive design; includes preparation of preliminary planning and engineering studies, preliminary drawings and outline specifications, life-cycle cost analyses, preliminary cost estimates, and scheduling for project completion. Preliminary design provides identification of long-lead procurement items and analysis of risks associated with continued project development and occurs betweenCD-1 and CD-2. (DOE G 413.3-21)3. Preliminary design provides the basis for the detailed design and therefore should have the project design requirements detailed sufficiently to guide the further design, including design requirements and criteria, arrangement diagrams, piping and instrumentation diagrams, electrical one line diagrams, system design descriptions (where applicable), etc. PD is not a percent complete of the design but a fully defined design basis. The trend in DOE projects is to a more complete design before establishing the Performance Baseline, hence a significant portion of the detailed design may be completed prior to CD-2 but this should not be confused with Preliminary Design. The preliminary design documents should be approved and under configuration management prior to starting detailed design such that "baseline" changes are evaluated and approved. (APM)

Probability Distribution Function

PDF

A probability distribution that represents the distribution of the probability of an outcome. As an example, the Monte Carlo analysis may be designed to estimate the cost or duration of a project. The PDF represents the number of times a certain cost or duration is achieved. (modified from DOE G 413.3-7A / DOE G 413.3-21) Also described as a probability density function. See Figure 3-11.

Project Definition Rating Index

PDRI

A project management tool which is used for assessing how well the project scope is defined. The tool uses a numeric assessment which rates a wide range of project elements to determine how well the project is defined. (DOE O 413.3B)

Project Data Sheet

PDS

A document that contains summary project data and the justification required to include the entire project effort as a part of the Departmental budget. (DOE O 413.3B) PDSs are submitted to request project engineering design and construction funds. Specific instructions on the format and content of PDSs are contained in the annual budget call [DOE O 130.1, Budget Formulation, dated 9-29-95]. (DOE G 413.3-21)

Preliminary Documented Safety Analysis

PDSA

Documentation prepared in connection with the design and construction of a new DOE nuclear facility or a major modification to a DOE nuclear facility that provides a reasonable basis for the preliminary conclusion that the nuclear facility can be operated safely through the consideration of factors such asa. The nuclear safety design criteria to be satisfied;b. A safety analysis that derives aspects of design that are necessary to satisfy the nuclear safety design criteria; andc. An initial listing of the safety management programs that must be developed to address operational safety considerations. (See Final Safety Analysis Report, Preliminary Safety Analysis Report, Safety Analysis Report, Safety Basis, Safety Evaluation, and Safety Evaluation Report) [10 CFR 830.3]"

Project Engineering & Design

PED

1. Design funds established for use on preliminary design. Typically, PED funds are used for preliminary and final design and related activities for design-bid- build strategies, and for preliminary design and related costs in design-build strategies. It is also analogous with a project phase that includes preliminary and final design and baseline development. (DOE O 413.3B)2. Cost category associated with preliminary design, final design and baseline development. Once CD–1 is obtained, PED funds become available for use on design and/or a statement of work/request for proposal for a design/build project. PED funds are not to be used for construction, long-lead procurement, or major equipment items.( ICE-ICR SOP)

Project Execution Plan

PEP

DOE's core document for management of a project. It establishes the policies and procedures to be followed in order to manage and control project planning, initiation, definition, execution, and transition/closeout, and uses the outcomes and outputs from all project planning processes, integrating them into a formally approved document. A PEP includes an accurate reflection of how the project is to be accomplished, resource requirements, technical considerations, risk management, configuration management, and roles and responsibilities. (DOE O 413.3B

Preliminary Hazard Analysis

PHA

1. A preliminary determination of material, system, process, and plant characteristics that can produce undesirable consequences, followed by the assessment of hazardous situations associated with a process or activity. Largely qualitative techniques are used to pinpoint weaknesses in design or operation of the facility that could lead to accidents. The hazards analysis examines the complete spectrum of potential accidents that could expose members of the public, onsite workers, facility workers, and the environment to hazardous materials. [DOE-STD-3009-94]2. Performed prior to CD-1 and published in a Preliminary Hazards Analysis Report. (DOE HDBK 1188-2006; DOE O 413.3B)

Project Manager

PM

The person assigned by the performing organization to achieve the project objectives. (PMCDP Glossary) See Contractor PM.

Performance Measurement Baseline

PMB

1. The total time-phased budget plan against which project performance is measured. It is the schedule for expenditure of the resources allocated to accomplish project scope and schedule objectives, and is formed by the budgets assigned to control accounts and applicable indirect budgets. The PMB also includes budget for future effort assigned to higher level accounts, also referred to as summary level planning packages, plus any undistributed budget. Management Reserve is not included in the baseline, as it is not yet designated for specific work scope. (ANSI/EIA-748C)2. The baseline cost that encompasses all contractor project work packages and planning packages, derived from summing all the costs from the Work Breakdown Structure. Management reserve, profit and fee are not part of the Performance Measurement Baseline. The PMB is the benchmark used within EVM systems to monitor project execution performance. (DOE O 413.3B) See Figures 3-4A–4E, and 3-7.

Project Management Body of Knowledge

PMBOK®

Manual issued by the Project Management Institute that describes the sum of knowledge within the profession of project management. The manual includes proven practices that are widely applied, and innovative practices that are emerging in the profession from both published and unpublished sources. (PMCDP Glossary)

Project Management Institute

PMI

One of the world's largest professional membership associations, with over half a million members and credential holders in more than 185 countries. It is a not-for-profit organization that advances the project management profession through globally recognized standards and certifications, collaborative communities, an extensive research program, and professional development opportunities. (PMCDP Glossary)

Project Management Information System

PMIS

An information system consisting of tools and techniques used to gather, integrate information and outputs. It is generally used to support all aspects of the project including project reporting and information dissemination. (PMCDP Glossary)

Project Management Office

PMO

An organizational body assigned various responsibilities related to the centralized and coordinated management of those projects under its domain. Typical responsibilities of the project management office include: developing policies, methodologies and templates for managing projects within the organization; providing support and guidance to others in the organization on how to manage projects, training others and assisting with specific management tools; and, providing project managers for different projects and accepting responsibility for the results of projects. (PMCDP Glossary)

Project Management Plan

PMP

The contractor-prepared document that sets forth the plans, organization and systems that the contractor will utilize to manage the project. Its content and the extent of detail of the PMP will vary in accordance with the size and type of project and state of project execution. (DOE O 413.3B)

Project Management Support Office

PMSO

An office within a DOE Program Office established exclusively to oversee and manage the activities associated with projects. (DOE O 413.3B)

Plan-of-Action

POA

1. A listing of activities to be performed to accomplish a given task or respond to a review finding.2. For nuclear projects, it can be the initiating document for a readiness review which identifies those actions required for startup or restart of a nuclear facility which as a minimum include: the readiness review team participants with their respective responsibilities and qualifications; the scope of the readiness review in terms of the topical areas to be covered (e.g., systems included, procedures, and training); a schedule of events; and status of compliance with DOE Orders. [EH62dd1] (modified from DOE HDBK-1188-2006)

Planning Package

PP

A logical aggregation of work within a control account, usually future efforts that can be identified and budgeted, but which is not yet planned in detail at the work package or task level. Planning Packages do not have Charge Code assigned. (Source: ANSI/EIA 748 Current Version)

Producer Price Index

PPI

Published monthly by the U.S. Department of Labor, Bureau of Labor Statistics (BLS) measures price changes at the producer/wholesale level for 15 major commodity groups. (FAI Glossary)

Primavera Schedule

PPP, P3, P6

Project schedule developed using the Primavera analytical tool.

Project Peer Review

PPR

1. Periodic review of a project performed by non- project personnel with similar experience to project personnel, independent from the project, to evaluate technical, managerial, cost and scope, and other aspects of the project, as appropriate. These reviews are typically led by the PMSO. Peer reviews as different from IPR's are conducted by personnel other than the Project Support Office and concentrate on technical readiness aspects of the project or specific project complex issues that require external evaluations. (Adapted from DOE O 413.3B)2. Reviews conducted at the direction of the Deputy Secretary of Energy at least once a year for large (i.e., Total Project Cost of $100M or greater) or high visibility projects, and more frequently for more complex projects or those experiencing performance challenges. These reviews evaluate technical, managerial, cost, scope, and other key aspects so that necessary course corrections can be identified and projects can be delivered within original scope, cost, and schedule.(Policy letter from the Deputy Secretary of Energy dated 04/12/2011)

Preliminary Safety Analysis Report

PSAR

The safety analysis report submitted to and approved by DOE prior to the procurement of materials or components, construction, and preoperational testing of a facility which has the potential in its intended use to be a Category 1, 2, or 3 hazard nuclear facility. (See Final Safety Analysis Report, Preliminary Documented Safety Analysis, Safety Analysis Report, Safety Basis, Safety Evaluation, and Safety Evaluation Report) (DOE HDBK-1188-2006)

Program Secretarial Officer

PSO

The head of a Program office which has responsibility for specific facilities, e.g., Environmental Management, Nuclear Energy, Science. Energy Efficiency and Renewable Energy, Fossil Energy, or NNSA/Naval Reactors. (as modified from DOE G 413.3-20)

Planned Value

PV

The time-phased budget plan for work currently scheduled, also referred to as Budgeted Cost for Work Scheduled (BCWS). (Source: ANSI/EIA 748 Current Version)

Present Value

PV

The relative worth of a benefit received or cost expended at a specified time in the future when the applicable discount rate is considered. (FAI Glossary)

Prior Year

PY

The fiscal year immediately preceding the current year and 2 fiscal years preceding the budget year. For the field, Congressional Review, and the Office of Management and Budget, PY is the fiscal year in which the budget is being executed. For the Congressional cycle, the PY is the most recently completed fiscal year. (DOE O 430.1B))

Quality Assurance

QA

All those actions performed by the DOE prime contractor during the project that provide confidence that quality is achieved. It is executed through a formalized Quality Assurance Program. (DOE O 413.3B)

Quality Assurance Plan

QAP

The document describing the QA program (requirements) the project will implement. The QA plan typically includes a matrix of the QA requirements and the associated implementing procedures used by the project. (DOE G 413.3-2)

Quality Assurance Program Plan

QAPP

The document describing the QA program (requirements). The QA program plan typically includes a matrix of the QA requirements and the associated program-level implementing procedures. (adapted from DOE G 413.3-2)

Quality Control

QC

Those actions related to the physical characteristics of a material, structure, component, or system which provide a means to control the quality of the material, structure, component, or system to predetermined requirements. (DOE O 413.3B)

Quality Management Plan

QMP

Part of the Project Management Plan, it describes how the project management team will implement the performing organization's quality policies.(based on PMCDP Glossary)

Quarterly Project Review

QPR

Briefings normally presented by project teams to the AE or his/her designee for the purpose of updating the AE on project status, performance values, progress, and issues.QPRs must be conducted with the applicable AE or their designee. Participation by the AE is strongly encouraged at all QPRs. However, when it is not possible, the AE can delegate the review. In no case should it be delegated beyond two consecutive quarters for projects post CD-2. The SAE may delegate QPRs for Major System Projects to the Under Secretaries.APM must be provided all QPR reports and invited to participate in QPRs for all projects with a TPC greater than or equal to $100M. Also, APM will serve as Secretariat for SAE QPRs. (p.C-16, Sect.16.c., Project Progress Reviews, DOE O 413.3B)

Readiness Assessment

RA

An assessment to determine a facility's readiness to startup or restart when an ORR is not required or when a contractor's standard procedures for startup are not judged by the contractor or DOE management to provide an adequate verification of readiness. (DOE O 413.3B)

Responsibility Assignment Matrix

RAM

1. A chart showing the relationship between the WBS elements and the organizations assigned responsibility for ensuring their accomplishment. The RAM normally depicts the assignment of each control account to a single manager, along with the assigned budget. (DoD EVMIG, Oct 2006)2. A matrix showing each of the intersections of OBS organizations and WBS elements (i.e. each control account). This matrix can also be dollarized representing the complete project plan and budget. (ANSI PMSC Intent Guide August 2012)

Reliability, Accessibility, Maintainability, Inspectability

RAMI

Set of attributes indicative of the degree to which a facility, equipment item, or systems will be able to be maintained (kept in working condition), accessible (room to maintain, repair, service or operate), inspectable (view closely or examine), and reliable (depended upon) over a stated useful life. (APM)

Root Cause Identification / Analysis

RCA

A method of problem solving that identifies the causal factors that, if corrected, would prevent recurrence of the accident, event, or result. (modified from DOE G 225.1A-1)

Reference Class Forecasting

RCF

A technique to combat inside view, biases, and even deceptive agendas. RCF consists of three straight forward steps: 1) Identify relevant reference class of past similar projects (even the "most unique" major program or mega project has something similar to compare); 2) establish a probability distribution for the selected reference class; and 3) compare specific project with distribution, in order to establish most likely outcome. (EFCOG, Cost Estimating Subgroup)

Resource and Conservation and Recovery Act

RCRA

A law that gives the Environmental Protection Agency the authority to control hazardous waste from "cradle to grave" (i.e., from the point of generation to the point of ultimate disposal), including its minimization, generation, transportation, treatment, storage, and disposal. RCRA also sets forth a framework for the management of non-hazardous solid wastes. (DOE- HDBK-1188-2006)

Request for Equitable Adjustment

REA

A REA is a request by one of the contracting parties for an equitable adjustment under a contract clause providing for such adjustment. A contractor typically submits a request for equitable adjustment under the contract's changes clause (DOE AG 43.3 and DOE G 413.3-20)

Review for Cause

RFC

A Government review of specific elements of the contractor's EVMS that have displayed a lack of discipline in application or at risk of no longer meeting the requirements of the EVMS guidelines. Used to determine whether the company's EVMS certification should be withdrawn. (Source: DoD EVMIG, Oct 2006)

Request for Proposal

RFP

A solicitation for offers under negotiation procedures. (FAI Glossary). See FAR Part 15 for negotiation procedures.

Resource-Loaded Schedule

RLS

Schedule with resources of staff, facilities, subcontractors, equipment and materials which are needed to complete the activities required. (DOE O 413.3B)

Risk Management Plan

RMP

Documents how the risk processes will be carried out during the project. (DOE O 413.3B)

Return on Investment

ROI

A performance measure used to evaluate the efficiency of an investment in terms of its return, or to compare the efficiency of a number of different investments. To calculate ROI, the benefit (return) of an investment is divided by the cost of the investment. (PMCDP Glossary)

Rough Order of Magnitude Estimate

ROM

An estimate based on high-level objectives, provides a high-level view of the project deliverables, and has lots of wiggle room. Most ROM estimates have a range of variance from -25% all the way to +75%. (DOE O 413.3B)

Safeguards and Security

S&S

An integrated system of activities, systems, programs, facilities and policies for the protection of classified information and/or classified matter, unclassified control information, nuclear materials, nuclear weapons, nuclear weapon components, and/or the Department's and its contractors' facilities, property and equipment. (DOE O 413.3B)

Suspect/Counterfeit Item

S/CI

An item which is suspect when inspection or testing indicates that it may not conform to established Government or industry-accepted specifications or national consensus standards or whose documentation, appearance, performance, material, or other characteristics may have been misrepresented by the vendor, supplier, distributor, or manufacturer. A counterfeit item is one that has been copied or substituted without legal right or authority or whose material, performance, or characteristics have been misrepresented by the vendor, supplier, distributor, or manufacturer. Items that do not conform to established requirements are not normally considered S/CIs if non- conformity results from one or more of the following conditions (which must be controlled by site procedures as nonconforming items):(1) defects resulting from inadequate design or production quality control;(2) damage during shipping, handling, or storage;(3) improper installation;(4) deterioration during service;(5) degradation during removal;(6) failure resulting from aging or misapplication; or,(7) other controllable causes.(IAEA-TECDOC-1169) (DOE O 414.1D)

Secretarial Acquisition Executive

SAE

The individual designated by the Secretary of Energy to integrate and unify the management system for a program portfolio of projects and implement prescribed policies and practices. Secretarial Acquisition Executives are responsible for decision authority for projects > to $750 M; however, the authority can be delegated downward. (PMCDP Glossary)

Safety Analysis Report

SAR

That report which documents the adequacy of safety analysis to ensure that the facility can be constructed, operated, maintained, shut down, and decommissioned safely and in compliance with applicable laws and regulations. (See Final Safety Analysis Report, Preliminary Documented Safety Analysis, Preliminary Safety Analysis Report, Safety Basis, Safety Evaluation, and Safety Evaluation Report) [DOE O 5480.23] [EH62dd1] [DOE G 420.1-1] [DOE G 420.1-2] (DOE HDBK-1188-2006)

Safety Basis Approval Authority

SBAA

The person who is appointed to the responsibility for the design and construction of a nuclear or other facility, as designated. PSO shall appoint a Safety Basis Approval Authority no later than CD-0 for projects including the design and construction of Hazard Category 1, 2, and 3 nuclear facilities or for projects including major modifications thereto. (modified from DOE O 413.3B, Appendix B, p. B-3, Sect. 3.m)

Safety Design Strategy

SDS

Early in the conceptual design phase, a SDS should be developed for Hazard Category 1, 2, and 3 nuclear projects. The SDS provides preliminary information on the scope of anticipated significant hazards and the general strategy for addressing those hazards. The SDS is updated throughout subsequent project phases and should contain enough detail to guide design on overarching design criteria, establish major safety structures, systems, and components, and identify significant project risks associated with the proposed facility relative to safety. (DOE O 413.3B, p. C-14, Sect. 11)

Safety Evaluation Report

SER

1. The report prepared by DOE to document:a. The sufficiency of the documented safety analysis for a hazard category 1, 2, or 3 DOE nuclear facility;b. The extent to which a contractor has satisfied the requirements of Subpart B of 10 CFR Part 830; andc. The basis for approval by DOE of the safety basis for the facility, including any conditions for approval. (Analysis Report, Safety Analysis Report, Safety Basis, and Safety Evaluation) [10 CFR 830.3]2. A DOE document that describes the extent and detail of DOE review of a Safety Analysis Report (SAR) or equivalent analysis report, the bases for approving the SAR (or equivalent), and any conditions of SAR (or equivalent) approval. Approval signifies that DOE has accepted the analysis as appropriately documenting the safety basis of a facility and as serving as the basis for operational controls necessary to maintain an acceptable operating safety envelope. [DNFSB mandated] [DOE G 450.4-1B] (DOE HDBK-1188-2006) (See Final Safety Analysis Report, Preliminary Documented Safety Analysis, Preliminary Safety Analysis Report, Safety Analysis Report, Safety Basis, and Safety Evaluation)

Start-to-Finish

S-F

Logical relationship between two project activities in which the completion of the work for a successor activity is dependent on the initiation of the work for a predecessor activity. (PMCDP Glossary)

Summary Level Planning Package

SLPP

An aggregation of work for far-term efforts which can be assigned to reporting level WBS elements but not to the control account level and are therefore not "undistributed budget". (DOD Earned Value Implementation Guide)

Subject Matter Expert

SME

An individual possessing the prerequisite knowledge skills and abilities demonstrating competence in a field of endeavor. (FAI Glossary)

Statement of Work

SOW

A narrative description of contracted products or services. (DOE G 413.3.21)

Senior Procurement Executive

SPE

. The individual appointed pursuant to section 16(3) of the Office of Federal Procurement Policy Act (41U.S.C. 414(3)) who is responsible for management direction of the acquisition system of the executive agency, including implementation of the unique acquisition policies, regulations, and standards of the executive agency. (FAR 2.101)2.A member of the ESAAB, p. A-22; The Senior Procurement Executive (SPE) will:a. Execute the procurement functions and responsibilities in accordance with the Office of Federal Procurement Policy and EO 12931.b. Serve as the principal procurement advisor to the SAE, AE and the Chief Acquisition Officer.c. Execute certain decisional authorities reserved for the SPE.d. Exercise general procurement authority.e. Delegate procurement authority to the Head of Contracting Activities and Contracting Officers.f. Serve as a standing member of the ESAAB. (DOE O 413.3B, p. B-7, Sect. 9)

Specification

SPEC

A document that specifies the requirements, design or other characteristics of a system, component or process/result. Example specifications could include design or product specifications, etc. (PMCDP Glossary)

Schedule Performance Index

SPI

Schedule performance index indicates how much work has been accomplished against planned work. SPI = BWCP / BCWS. (Source: DOE Guide 413.3-10A)

Start-to-Start

S-S

Logical relationship between two project activities in which the initiation of work for a successor activity is dependent on the initiation of the work for a predecessor activity. (PMCDP Glossary)

Structures, Systems, and Components (Safety Class)

SSC

1. The structures, systems, or components, including portions of process systems, whose preventive or mitigative function is necessary to limit radioactive hazardous material exposure to the public, as determined from safety analysis. (See Safety-Class Structures, Systems, and Components; Safety Significant Structures, Systems, and Components; and Safety Structures, Systems, and Components) [10 CFR 830.3]2. Systems, structures, or components including primary environmental monitors and portions of process systems, whose failure could adversely affect the environment, or safety and health of the public as identified by safety analyses. (See Safety Class Structures, Systems, and Components; Safety Significant Structures, Systems, and Components; and Safety Structures, Systems, and Components) [DOE 5480.30]3. For the purpose of implementing DOE-STD-3009- 94, the phrase "adversely affect" means Evaluation Guidelines are exceeded. Safety-class SSCs are systems, structures, or components whose preventive or mitigative function is necessary to keep hazardous material exposure to the public below the offsite Evaluation Guidelines. The definition would typically exclude items such as primary environmental monitors and most process equipment. [DOE-STD-3009-94]

Structures, Systems, and Components

SSCs

Structures are elements that provide support or enclosure such as buildings, free standing tanks, basins, dikes, and stacks. Systems are collections of components assembled to perform a function such as piping, cable trays, conduit; or heating, ventilating and air conditioning (HVAC). Components are items of equipment such as pumps, valves, relays, or elements of a large array such as computer software, lengths of pipe, elbows, or reducers. (DOE STD 1073-2014)

Strategic Sustainability Performance Plan

SSPP

An annual plan that prioritizes DOE actions pursuant to Section 8 of EO 13514. The SSPP outlines how the Department will implement its energy and environmental sustainability goals. (DOE O 436.1)

Schedule Variance

SV

Schedule variance is a metric for the schedule performance on a project. It is the difference between earned value and the budget over a certain period of time. (SV = BCWP - BCWS) (Note: SV can be for a specific period, group of periods, or cumulative. Time element needs to be defined.) (ANSI/EIA 748-C with additional information from CPR-2.) See Figure 3-3.

Total Allocated Budget

TAB

The sum of all budgets allocated to the contract for the project. The TAB is equal to the Contract Budget Base (Performance Measurement Baseline plus Management Reserve) unless an over target baseline (OTB) has been implemented. After an OTB, the revised TAB=CBB + overrun. See Figures 3-4A–4E and 3-14. (APM)

Total Budget Need

TBN

Amount required to complete a contract that is part of the performance baseline. TBN should equal contract price; however, it may not because the total budget needed may be higher than the funds provided by the contract, i.e., when there is an OTB or cost cap. (APM)

To Complete Performance Index

TCPI

To complete performance index indicates the efficiency required for the work remaining to equal the BAC or EAC (depending on formula used), based on efficiencies to date. TCPIEAC = BCWR / (EAC-ACWP. The ratio may be also calculated with the BAC in the denominator indicating the efficiency required for the work remaining to complete within the BAC. TCPIBAC = BCWR / (BAC – ACWP). See Figure 3-3. (Source: DOE Guide 413.3-10A)

Total Estimated Cost

TEC

All engineering design costs (after conceptual design), facility construction costs and other costs specifically related to those construction efforts. TEC will include, but is not limited to: project, design and construction management; contract modifications (to include equitable adjustments) resulting in changes to these costs; design; construction; contingency; contractor support directly related to design and construction; and equipment rental and refurbishment. (DOE O 413.3B)

Technical Independent Project Review

TIPR

An independent project review conducted prior to obtaining CD-2, for Hazard Category 1, 2, and 3 nuclear facilities. At a minimum, the focus of this review is to determine that the safety documentation is sufficiently conservative and bounding to be relied upon for the next phase of the project. (DOE O 413.3B)

Technology Maturity Plan

TMP

A document that details the steps necessary for developing technologies (machines, equipment, systems working together as a unit) which are less mature than desired to the point where they are ready for project insertion. It is also known as the Technology Maturation Plan. (DOE O 413.3B)

Total Project Cost

TPC

All costs between CD-0 and CD-4 specific to a project incurred through the startup of a facility, but prior to the operation of the facility. Applicable costs to achieve CD-0 may also be included. Thus, TPC includes the total estimated cost and fee for all contracts included in the project and may include Government prime contracts for external independent review, technical support services, and other prime Government contracts for components of the projects. TPC is the summation of TEC plus OPC, as well as the summation of the PMB + MR + contingency + profit/fee + other DOE costs. (DOE O 413.3B and DOE G 413.3-20) See Figure 3-6 and for the contracting officer see Figure 3-13.

Total Quality Management

TQM

A management methodology for continuous improvement in the quality of products and processes. Total Quality Management is based on the principle that the quality of products and processes is the responsibility of everyone involved with the creation or consumption of the products or services offered by an organization, and requires involvement of management, the organization's workforce and suppliers to meet or exceed customer expectations. (PMCDP Glossary)

Technology Readiness Assessment

TRA

An assessment of how far technology development has proceeded. It provides a snapshot in time of the maturity of technologies and their readiness for insertion into the project design and execution schedule. (DOE O 413.3B)

Technical Readiness Level

TRL

A metric used for describing technology maturity. It is a measure used by many U.S. government agencies to assess maturity of evolving technologies (materials, components, devices, etc.) prior to incorporating that technology into a system or subsystem. (DOE O 413.3B)

Undistributed budget

UB

A temporary holding account for authorized scope of work and its budget that has not been assigned to a control account or summary level planning package. This is a part of the PMB and is contractor controlled. (modified from DOE G 413.3-20 and DOE G 413.3- 21)

Variance at Completion

VAC

The difference between the budget at completion and the estimate at completion is VAC = BAC - EAC. (Source: DOE Guide 413.3-10A DOE EVM Gold Card). It may be calculated at any level from the control account up to the total contract. It represents the amount of expected overrun (negative VAC) or underrun (positive VAC). (Source: DOE EVMIG, Oct 2006) (DOE G 413.3-10A)

Value Engineering

VE

1. Value engineering means an analysis of the functions of a program, project, system, product, item of equipment, building, facility, service, or supply of an executive agency, performed by qualified agency or contractor personnel, directed at improving performance, reliability, quality, safety, and life-cycle costs (section 36 of the Office of Federal Procurement Policy Act, 41 U.S.C. 401, et seq.). (FAR 2.101)2. A structured technique commonly used in project management to optimize the overall value of the project. Often, creative strategies will be employed in an attempt to achieve the lowest life-cycle cost available for the project. The VE effort is a planned, detailed review/evaluation of a project to identify alternative approaches to providing the needed assets. (O 413.3B)

Value Management

VM

An organized effort directed at analyzing the functions of systems, equipment, facilities, services and supplies for achieving the essential functions at the lowest life- cycle cost that is consistent with required performance, quality, reliability and safety. VM encompasses VE. (DOE O 413.3B)

Work Breakdown Structure

WBS

Used by the project management team to organize and define a project into manageable objectives and create a blueprint by which the steps leading to the completion of a project are obtained. It is a product- oriented family tree composed of hardware, software, services, data and facilities and other project-unique tasks which serves as an outline of the project that becomes more detailed under the subheadings or work packages. (modified from DOE O 413.3B)

Work-in-Process

WIP

Material that has been released to manufacturing, engineering, design or other services under the contract and includes undelivered manufactured parts, assemblies, and products, either complete or incomplete. (FAR 45.501)

Work Package

WP

A work package contains a task or set of tasks performed within a control account, and is the point at which work is planned, progress is measured, and earned value is computed. (ANSI/EIA 748-C)