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DOE O 413.3B Chg. 5 Incorporates Revised Safety Requirements

Project Assessment Information on PM-MAX

FPD Spotlight: Chuck Comeau and the Saltstone Disposal Unit #6 at Savannah River

Project Management Guide Quiz

PMBOK Guide Now Available to Federal

Employees on OMB MAX

Find A LOT on PM-MAX!

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DOE Project Management NewsPromoting Project Management Excellence

DOE Project Management News │ May 2018

May 2018 Edition

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The Deputy Secretary recently issued Change 5 to DOE Order 413.3B, Program and Project Management for Acquisition of Capital Assets, on April 12, 2018. This latest change to the Order was made for three major reasons: (1) to align the Order with DOE Standard 1189, Integration of Safety into the Design Process; (2) to adjust the tailored timeframe to achieve Critical Decision (CD)-2, Approve Performance Baseline, following a Congressional Budget Request for construction funds to two years (vice one); and (3) to ensure that the Energy Systems Acquisition Advisory Board (ESAAB) membership reflects DOE’s current organizational structure. The specific safety requirement changes made in the Order are spelled out later in this newsletter. I encourage you to take the time to read the complete Order for yourself.

Normally funds for construction cannot be requested until CD-2 approval, or when CD-3A approval is obtained. As a tailoring strategy, construction funds can be requested in the budget, but only if CD-1 has been approved. The Total Project Cost (TPC) becomes the upper end of the CD-1 cost range, until CD-2 approval is obtained. In executing this tailoring approach, the Project Management Executive (PME) accepts some prescribed conditions. Two of those conditions were updated in the Order: (1) CD-2 approval is obtained within two years (vice one year) following OMB budget submission to Congress; and (2) If CD-2 approval is not achieved within two years (vice one year) following budget submission, any future budget requests for construction must be approved by the Chief Executive for Project Management (the Deputy Secretary or Project Management Executive) through the ESAAB process.

Paul Bosco,Director of the

Office of Project Management (PM)

Continued on next page…

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So, why did the timeframe change from one to two years? The provision to achieve CD-2 within one year following the Congressional Budget Request submission proved too short and created an administrative burden on the program offices. Some timeframe limitation between a CD-1 budget submission (specifically for construction funds) and establishment of a project’s performance baseline at CD-2 is advisable. It's good management. It drives prudent financial management practices and precludes the banking of construction funds for an extended period of time. That is not a good federal financial management practice, allowing funds to potentially sit idle for an extended period of time. On the flip-side, having funds available as soon as possible after CD-3 is a good thing, particularly when a combined CD-2/3 approval tailored approach has been selected. It allows for the immediate start of work post CD-3 and reduces risk associated with the time lag associated with the normal budgeting process. In practice, we found that the current tailored, one year pre-CD-2 time constraint did not provide ample time to complete requisite up-front planning and design, a key enabler for project management success. Therefore, we recommended that the timeframe be increased to two years (versus one) before requiring ESAAB review and the Deputy Secretary’s approval. Even with the additional time, it will still require appropriate management to synchronize the timing of the budget request with CD-3 approval, and receipt and use of construction dollars. Let's put our dollars to use as soon as we can, without ever having to have them sit idle; or, on the flip side, have a project team sit idle (post CD-3) awaiting receipt of construction dollars.




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This month’s newsletter highlights our primary project management website PM-MAX! PM-MAX is a sharing platform for DOE’s entire project management community and it contains all of the PMCDP training course schedules and materials. It is your go-to website for everything PM related! Also this month, Chuck Comeau, Deputy Federal Project Director (FPD) for the Office of Environmental Management’s $143 million Saltstone Disposal Unit #6 (SDU-6) project at the Savannah River Site, is the FPD in the spotlight and he shares several key lessons learned from his perspective. Last but not least, test your knowledge of the 19 project management guides and take the quiz found within this month’s newsletter!

Keep charging!

Sincerely,

Paul Bosco



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DOE O 413.3B, Change 5 Incorporates Revised Safety RequirementsJay Glascock, Chief of Staff, Office of Project Management

On April 12, 2018, DOE issued Change 5 to DOE Order 413.3B, Program and Project Management for Acquisition of Capital Assets. This latest change to the Order was made primarily to align the Order with the safety requirements in DOE-STD-1189-2016, Integration of Safety into the Design Process, issued in December 2016.

This Standard was originally developed in 2008 to show how project management, engineering design, and safety analyses interact to successfully place projects on the right path so that safety issues are identified and adequately addressed early in the project design. These interactions are fundamentally necessary in the integration of safety and are key to the timely identification, evaluation, and adjudication of Safety-in-Design issues early in the project life.

This updated Standard is required to be used for the development and integration of safety analysis and supporting design for new Hazard Category 1, 2, and 3 nuclear facilities and applicable modifications.

There are three key changes to the Order that affect CD-1 and CD-2 in particular:

1. Prior to CD-1, DOE prepared the Conceptual Safety Validation Report (CSVR), which was the DOE review and validation of the Conceptual Safety Design Report (CSDR). The CSVR is no longer required. In its place, the Integrated Project Team (IPT), with the concurrence of the Federal Project Director (FPD), will review the CSDR to confirm that the preliminary safety positions adopted during conceptual design constitute an appropriately conservative basis for preliminary design. Following the successful completion of the review, a Safety Review Letter will be issued and forwarded to the Safety Basis Approval Authority (SBAA) for approval.

2. Post CD-1, the Preliminary Safety Design Report (PSDR) is no longer required. In its place, the IPT will hold a Preliminary Safety and Design Results Review that updates the CSDR based on updated hazard analysis and design information. This review is done near the completion of preliminary design and is used to demonstrate the adequacy of the hazards analyses and the selection, classification, and hierarchy of controls prior to completing the final design phase.



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DOE O 413.3B, Change 5 Incorporates Revised Safety RequirementsJay Glascock, Chief of Staff Office of Project Management

3. Prior to CD-2, the Preliminary Safety Validation Report (PSVR) is no longer required. It is being replaced by an independent DOE review of the Preliminary Safety and Design Results and the issuance of a Safety Review Letter. Among other things, this comprehensive review will include:

• A review of the Preliminary Safety and Design Results for completeness and consistency of design with the Safety Data Sheets;

• Resolution of any open conditions of approval identified in the previous review of the CSDR;

• Identification of a viable design solution that provides the safety functions called for in the hazard and accident analysis;

• Identification of the required technical studies and Technology Readiness Level (TRL) activities; and

• Identification of safety design risks and risk mitigation strategies for the final design.

These activities all lead to the development of the Preliminary Documented Safety Analysis, the Safety Evaluation Report, and the updated Safety Design Strategy for CD-2 review and authorization.

Change 5 includes other changes including: moving the Preliminary Security Vulnerability Assessment from CD-2 to CD-1; changing the ESAAB membership to reflect the Department’s current organizational structure; and clarifying the Department’s optional budget request process. For more information, download the latest DOE O 413.3B, Change 5, and DOE-STD-1189-2016 at (include PM MAX citation)


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Project Assessment Information on PM-MAXDavid Bustamante, Office of Project Assessment (PM-20)

PM-MAX is the one-stop information sharing platform for DOE’s project management community and it contains a wealth of information about the monitoring of project progress and performance as well as the reviews and assessments conducted by the Office of Project Management.


One place to find useful information is the “Quick Links” section of the “413 Resource Center” tab. This tab has links to the most current version of DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets, DOE PM Guides, Handbooks and SOPs. This tab also includes a listing of active DOE Capital Asset Projects with basic information about each project.


https://community.max.gov/display/DOEExternal/PM-MAX

https://www.directives.doe.gov/directives-documents/400-series/0413.3-BOrder-B-chg5-minchg

https://community.max.gov/display/DOEExternal/PM+413.3+Guides

https://community.max.gov/display/DOEExternal/PM+413.3+Handbooks

https://community.max.gov/display/DOEExternal/PM+413.3+SOPs

https://community.max.gov/pages/viewpage.action?spaceKey=DOEExternal&title=PM+413.3+Projects

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Project Assessment Information on PM-MAXDavid Bustamante, Office of Project Assessment (PM-20)

Detailed information about the Office of Project Management’s estimates and reviews are under the “Reviews & Metrics” tab. Here, you can find comprehensive information on Independent Cost Reviews & Estimates (ICRs & ICRs) and External Independent Reviews (EIRs) to include guiding documents, final reports and collaboration pages.

The Department of Energy established metrics and targets to track performance improvement in Project Management. All metrics since 2008 can be found at the PM Performance Improvement Metrics and Targets topic. In addition, metrics on current projects can be found at the Project Dashboard.

Each month, the Office of Project Management publishes a status report of the Department's portfolio of capital asset projects that are assessed as RED or YELLOW. Quarterly, the assessment is provided fro ALL projects. All reports since 2013 are on this page.

We continue to expand the resources available on PM-MAX for FPDs, IPT members and other project management professionals.

• If you don’t have a MAX ID yet, go to PM-MAX and select the “Register Now” button at the top of the screen

• Contractors with non-government email address may contact the PM webmaster for access

• It’s easy to access PM-MAX from anywhere with go.max.gov/doe-pm

• For questions or feedback on PM-MAX, please contact [email protected]


https://community.max.gov/display/DOEExternal/PM+ICR-ICE

https://community.max.gov/display/DOEExternal/PM+EIR

https://community.max.gov/display/DOEExternal/PM+RCA+CAP+Metrics

https://community.max.gov/display/DOEExternal/PM+Monthly+Project+Portfolio+Status+Reports

https://community.max.gov/display/DOEExternal/PM+Monthly+Project+Portfolio+Status+Reports

https://login.max.gov/cas/login?bypassMaxsso=true

mailto:[email protected]

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Find A LOT on PM-MAX!PM-MAX is your one source for project management information and where you will find information about training and FPD certification requirements.

Check out these links for information related to FPD Certification and the PMCDP Training


Direct Link Copy / Paste

PMCDP Training Schedule https://community.max.gov/x/BgZcQw

Interactive Curriculum Maphttps://community.max.gov/download/attachments/1131743153/PMCDP%20Interactive%20Map.pdf?version=1&modificationDate=1512482483778&api=v2

FPD Certification Application Templates https://community.max.gov/x/uAd1Qw

Certification Equivalency Guidelineshttps://community.max.gov/download/attachments/1131743160/June_2015_CEG_FINAL.pdf?version=1&modificationDate=1472838487652&api=v2

Course Materials including audio recordings of Desktop Deliveries

https://community.max.gov/x/UAT3Rw

https://community.max.gov/display/DOEExternal/PM+PMCDP+Events

https://community.max.gov/download/attachments/1131743153/PMCDP%20Interactive%20Map.pdf?version=1&modificationDate=1512482483778&api=v2

https://community.max.gov/display/DOEExternal/PM+PMCDP+Certification+Application

https://community.max.gov/download/attachments/1131743160/June_2015_CEG_FINAL.pdf?version=1&modificationDate=1472838487652&api=v2

https://community.max.gov/display/DOEExternal/PM+PMCDP+Course+Catalog

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FPD Spotlight: Chuck Comeau and the Saltstone Disposal Unit #6 at Savannah River SiteSusan Mason, Office of Professional Development (PM-40)

Charles (Chuck) Comeau was the Deputy Federal Project Director (FPD) for the Office of Environmental Management’s $143M Saltstone Disposal Unit #6 (SDU-6) Project until closure in July 2017. Of notable achievement, the SDU-6 Project recently received the 2017 Project Management Excellence Award from the Secretary of Energy. The project was delivered 18 months ahead of schedule and approximately $20M below the approved Total Project Cost. Also, the Project is expected to generate a lifecycle program



Click here for pictures of the

SDU Project

Chuck Comeau is pictured on the left.

savings of over $500 million. The SDU-6, a hazard category 2 nuclear facility, supports the Liquid Waste Program’s strategic objective of managing and safely processing radioactive waste at the Savannah River Site. Carl Lanigan was the FPD who initiated and managed the project until his retirement. Then, Jean Ridley took over as FPD to manage the project until retirement with Chuck’s assistance as Deputy FPD.

For the SDU-6 Project, Chuck said front-end planning was absolutely critical to its successful execution and influenced the planning of future cells, since SDU-6 was just one of seven planned disposal cells of this size and type. However, the SDU-6 was particularly unique as the cell design was more than 10 times that of the size of previous cells. Also, the project’s first-of-a kind concrete water tank design had to be adapted from a 32-million gallon American Water Works Association tank. This was done to meet the Nuclear Quality Assurance (NQA)-1 standard for storing radioactive low-level waste combined with grout.

Chuck mentioned that particular attention should be given to systems engineering in the early planning stages. Systems engineering analyses and analysis of alternatives were conducted prior to Critical Decision (CD)-1 to determine the most cost-effective approach. Along the way, the project had to overcome some major technical challenges. He talked about the challenge to achieve tank leak tightness test specifications, which called for zero tank leakage during a 41-foot hydrostatic test. His IPT

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FPD Spotlight: Chuck Comeau and the Saltstone Disposal Unit #6 at Savannah River SiteSusan Mason, Office of Professional Development (PM-40)

conducted an initial hydrostatic test prior to installing the interior coating system to examine whether the interior coating could be potentially eliminated, which could save $6M and 4-6 months of schedule. A test failure showed substantially more cracking in the tank floor than expected, raising an additional question of whether the interior coating system could achieve 100% leak tightness. The IPT brought in systems engineering experts that concluded the interior coating could not achieve 100% leak tightness. This analysis led to additional product testing. The final alternative was selected on an interior coating that could meet the zero leakage test criteria.

Finally, Chuck intimated a significant challenge that occurred midway through construction when a key subcontractor was terminated for convenience. Quickly afterward, the prime contractor was approved to assume the subcontractor’s duties. In working with the contracting officer, Chuck was able to smooth the transition, resulting in no cost or schedule impacts. The project achieved success because of the extraordinary efforts of its IPT members. The team demonstrated positive communication and proactive problem solving. Upon his reflection, once an FPD assembles the right team, he said that the team should be empowered to make day-to-day decisions to do its job. The role of the FPD, or Deputy FPD, is to help the IPT be successful in navigating the DOE business processes, removing roadblocks, and helping with the big decisions.

Charles (Chuck) Comeau, Level II FPD, PMP, transferred to the Savannah River Site (SRS) in 2015 from the U.S. Army Corps of Engineers (USACE) Jacksonville District. At SRS his responsibilities include: Program Manager, mixed, hazardous, and low-level waste; and, Deputy FPD, Saltstone Disposal Unit construction program. Comeau has 20 years of combined Department of Defense (DOD) and the Department of Energy (DOE) and spent 10 years at E.I. DuPont. Chuck served as USACE PM for the Picayune Strand Restoration Project on the Florida Everglades Restoration Program. His voluntary civilian DoD deployments overseas supported the Global War on Terror in Iraq (2004 and 2007) and Afghanistan (2009 and 2011) as Resident Engineer Manager of Field Offices executing numerous reconstruction contracts. He earned a BA in Engineering, University of Missouri-Rolla and an MS in Business Administration, University of Florida.



Click here for pictures of the

SDU Project

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FPD Spotlight: Chuck Comeau and the Saltstone Disposal Unit #6 at Savannah River Site


Click here to go back to the

article

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Project Management Guide QuizIvan Graff, Office of Policy and Program Support (PM-50)

How well do you know the contents of the 19 current guides in the Department of Energy’s directives program related to project management? Take this quiz to find out. Choose the best response.

Which of the following Guides addresses independent cost reviews?

a) DOE Guide 413.3-09, Project Review Guide for Capital Asset Projects

b) DOE Guide 413.3-13, Acquisition Strategy Guide for Capital Asset Projects

c) DOE Guide 413.3-21, Cost Estimating

d) DOE Guide 430.1-01, Cost Estimating

Which of the following Guides supports safety?

a) DOE Guide 413.3-02, Quality Assurance Guide for Project Management

b) DOE Guide 413.3-03A, Safeguards and Security for Program and Project Management

c) DOE Guide 413.3-13, Acquisition Strategy Guide for Capital Asset Projects

d) DOE Guide 413.3-17, Mission Need Statement

Which of the following Guides addresses how to complete an analysis of alternatives?

a) DOE Guide 413.3-12, Project Definition Rating Index Guide for Traditional Nuclear and Non-Nuclear Construction Projects

b) DOE Guide 413.3-13, Acquisition Strategy Guide for Capital Asset Projects

c) DOE Guide 413.3-17, Mission Need Statement

d) DOE Guide 413.3-18A, Integrated Project Team Guide for Formation and Implementation



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Which of the following Guides delineates the contents of a communications plan?

a) DOE Guide 413.3-01, Managing Design and Construction Using Systems Engineering

b) DOE Guide 413.3-15, Project Execution Plans

c) DOE Guide 413.3-18A, Integrated Project Team Guide for Formation and Implementation

d) DOE Guide 413.3-19, Staffing Guide for Project Management

Which of the following Guides addresses gathering requirements?


b) DOE Guide 413.3-05A, Performance Baseline Guide

c) DOE Guide 413.3-12, Project Definition Rating Index Guide for Traditional Nuclear and Non-Nuclear Construction Projects

d) DOE Guide 413.3-17, Mission Need Statement

Which of the following Guides offers compliance paths for projects under management and operations (M&O) and non-M&O contractors?

a) DOE Guide 413.3-16A, Project Completion/Closeout

b) DOE Guide 413.3-19, Staffing Guide for Project Management

c) DOE Guide 413.3-20, Change Control Management




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Which of the following Guides describes assembling a work breakdown structure?


b) DOE Guide 413.3-05A, Performance Baseline Guide

c) DOE Guide 413.3-10A, Earned Value Management System

d) DOE Guide 413.3-15, Project Execution Plans

Which of the following Guides references “guiding principles”?

a) DOE Guide 413.3-03A, Safeguards and Security for Program and Project Management

b) DOE Guide 413.3-04A, Technology Readiness Assessment

c) DOE Guide 413.3-06A, High Performance Sustainable Building


Which of the following Guides discusses operational readiness reviews?

a) DOE Guide 413.3-04A, Technology Readiness Assessment

b) DOE Guide 413.3-15, Project Execution Plans

c) DOE Guide 413.3-16A, Project Completion/Closeout

d) DOE Guide 413.3-18A, Integrated Project Team Guide for Formation and Implementation



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Which of the following Guides aligns example activities to types of costs?

a) DOE Guide 413.3-05A, Performance Baseline Guide

b) DOE Guide 413.3-10A, Earned Value Management System

c) DOE Guide 413.3-21, Cost Estimating


Complete the Web version of this quiz to obtain the solutions.

_____

POC: Ivan Graff, [email protected], 202-586-0421


https://goo.gl/forms/5kbZ7M8neCk9qrsF3


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PMBOK Guide Now Available to Federal Employees on OMB MAX

Federal employees can now access the Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6th edition which provides a set of standard terminology and guidelines for project management and also covers general management regarding planning, organizing, staffing, executing and controlling the operations of an organization. Other management disciplines which overlap with the PMBOK Guide include financial forecasting, organizational behavior, management science, budgeting and other planning methods. Just log in to OMB MAX FedPM CoP Resource Library.

Here is a more direct link to the PMBOK made available to FAI.


http://links.govdelivery.com/track?type=click&enid=ZWFzPTEmbXNpZD0mYXVpZD0mbWFpbGluZ2lkPTIwMTgwNDI1Ljg4OTI3ODYxJm1lc3NhZ2VpZD1NREItUFJELUJVTC0yMDE4MDQyNS44ODkyNzg2MSZkYXRhYmFzZWlkPTEwMDEmc2VyaWFsPTE2OTI0OTYzJmVtYWlsaWQ9aXZhbi5ncmFmZkBocS5kb2UuZ292JnVzZXJpZD1pdmFuLmdyYWZmQGhxLmRvZS5nb3YmdGFyZ2V0aWQ9JmZsPSZtdmlkPSZleHRyYT0mJiY=&&&109&&&https://community.max.gov/x/2RL-Sg?utm_medium=email&utm_source=govdelivery

https://community.max.gov/download/attachments/1258230489/PMBOKGuideSixthEd_ENG%20v2.pdf?api=v2

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An Opportunity to Earn 1.5 CLPs: The Project Leadership Institute Invites You to a Free Webinar

Harnessing the Benefits of Complex, Cross-Functional Teams

presented by Pamela Hinds

In this webinar, we’ll

• Discuss the benefits and challenges of working on complex, cross-functional teams• Delve into the research on the why many of these teams struggle and what can be done to harness

their benefits• Explore the sources of conflict on these teams and how conflict can be mitigated

About the author:


13June

10:00-11:30 am (PT)

Pamela J. Hinds, Professor and Director of the Center on Work, Technology, and Organization in the Department of Management Science and Engineering, Stanford University. Pamela has conducted extensive research on the dynamics of geographically distributed work teams, particularly those spanning national boundaries. She explores issues of culture, language, shared identity, conflict, and the role of face-to-face meetings in promoting knowledge sharing and collaboration. Hinds also conducts research on professional service robots in the work environment, examining how people make sense of them and how they affect work practices. Her research has appeared in journals such as Organization Science, Research in Organizational Behavior, Human-Computer Interaction, Journal of Applied Psychology, Journal of Experimental Psychology: Applied, and Organizational Behavior and Human Decision Processes.

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On-Demand Online Training**

Environmental Laws and Regulations

24 CLPs

On-DemandOLC

Earned Value Management Systems

(24/7)

21 CLPs

On-DemandOLC

Project Management Essentials

50 CLPs

On-DemandOLC

**On-Demand courses are available at any time through DOE’s Online Learning Center (OLC).

Click here to view training in May/June

Scheduling

21 CLPs

On-DemandOLC

Click Here for the Full FY 2018 Training

Strategy*

* To print the FY 2018 Training Strategy, print only

pages 35-40 of this document

Contracting Officer Representative

32 CLPs

On-DemandDAU Online

Upcoming Training


Click on any button to view details

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Upcoming Training: May – June 2018

Advanced Risk Management

3.5 Days / 28 CLPs

May 21-24EMCBC

Executive Communications

3 Days / 24 CLPs

June 5-7Richland, WA

Leadership through Effective

Communication

3 Days / 24 CLPs

June 5-7Oak Ridge, TN

Scope Management Baseline Development

3 Days / 24 CLPs

June 12-14Aiken, SC

Project Management Simulation

5 Days / 40 CLPs


Federal Budgeting Process in DOE

4 Days / 32 CLPs

June 25-28Aiken, SC

Project Management Systems & Practices

in DOE

60 CLPs

June 5 – July 31Adobe Connect

Online Training


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3.5 Days / 28 CLPs

May 21-24EMCBC


3 Days / 24 CLPs



Communication

3 Days / 24 CLPs



3 Days / 24 CLPs

June 12-14Aiken, SC


5 Days / 40 CLPs



4 Days / 32 CLPs

June 25-28Aiken, SC


in DOE

60 CLPs


Online Training



PMCDP is offering an instructor-led delivery of the 3.5-day course, Advanced Risk Management, May 21-24, 2018 at EMCBC.

The purpose of this course is to provide the Federal Project Director with an advanced understanding of the concepts and applications of risk and opportunity management, within the context of federally managed Department of Energy acquisition projects. This course improves Federal Project Directors’ ability to develop and execute project risk management plans and to oversee the risk management activities of their contractors.

The course provides participants with more advanced treatment of risk management principles and concepts. It builds upon the concepts included in the basic Risk Analysis and Management course and reviews topics that are appropriate for Level 3 and 4 Federal Project Directors. It also introduces the notion of opportunity with respect to DOE acquisition project management.

In addition to a review of topics covered in the basic course, participants discuss the impact of technology development and how new technology risks affects the typical project. The course also addresses project risk management software and risk analysis tools, and uses two large capital and operating expense projects to enhance the learning through case study work.

You will earn 28 continuous learning points for this course. This is a Required course for the Level 3 PMCDP certification for Federal Project Directors and is available to all DOE employees.

CHRIS Code: 001042/0025

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3.5 Days / 28 CLPs

May 21-24EMCBC


3 Days / 24 CLPs



Communication

3 Days / 24 CLPs



3 Days / 24 CLPs

June 12-14Aiken, SC


5 Days / 40 CLPs



4 Days / 32 CLPs

June 25-28Aiken, SC


in DOE

60 CLPs


Online Training



PMCDP is offering an instructor-led delivery of the 3-day course, Executive Communications, May 21-24 at EMCBC.

This course helps you take a nimble approach to leading project managers, managing direct reports and managing the expectations of senior audiences. This course focuses on the senior-level leadership competency, as defined by the latest FAC-P/PM policy, and will take a deep dive into managing relationships, communication, conflict management, and diversity with an eye to building and maintaining a high-performance team. By the end of the course, participants will know how to strategically position the organization to take advantage of new opportunities by developing and improving products and services. Participants will also have the skills needed to facilitate effective business partnerships with the CO, CAO, senior-level agency advisors, and other business advisors and program stakeholders. Finally, participants will be able to identify, assess and resolve programmatic problems, and use sound judgment to identify corrective courses of action.

You will earn 24 continuous learning points for this course. This is a Required course for the Level III PMCDP certification for Federal Project Directors and is available to all DOE employees.

CHRIS Codes: 001031/0040

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3.5 Days / 28 CLPs

May 21-24EMCBC


3 Days / 24 CLPs



Communication

3 Days / 24 CLPs



3 Days / 24 CLPs

June 12-14Aiken, SC


5 Days / 40 CLPs



4 Days / 32 CLPs

June 25-28Aiken, SC


in DOE

60 CLPs


Online Training


Leadership Through Effective Communication

PMCDP is offering an instructor-led delivery of the 3-day course, Leadership Through Effective Communication, June 5-7, 2018 in Oak Ridge, TN.

This course is a highly interactive session focused on developing powerful communication skills to lead people and manage projects. The course emphasizes personal communications preferences and the impacts of these preferences on others, and provides tips and techniques for maximizing effectiveness in leading project teams. Skills-based lessons include:

• The use of different communications styles• Techniques for managing conflict• Giving and receiving feedback• Decision-making

The course provides a practical and effective toolkit for communicating in a project-focused environment, and a resource list for continuous learning.

You will earn 24 continuous learning points for this course. This is a required course for the Level 2 FPD certification for Federal Project Directors and is available to all DOE employees.

CHRIS Code: 002366/0031

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3.5 Days / 28 CLPs

May 21-24EMCBC


3 Days / 24 CLPs



Communication

3 Days / 24 CLPs



3 Days / 24 CLPs

June 12-14Aiken, SC


5 Days / 40 CLPs



4 Days / 32 CLPs

June 25-28Aiken, SC


in DOE

60 CLPs


Online Training


Project Management Systems and Practices in DOE

PMCDP is offering a desktop delivery of the course, Project Management Systems and Practices in DOE, June 5 - July 31, 2018 via Adobe Connect. Webinars will be held Tuesdays and Thursdays from 1:00 – 3:00 pm Eastern.

This course is designed to instruct participants in the specific project management systems and practices required by DOE Order 413.3b for all capital asset projects in the Department. The course also explains the specific roles and responsibilities of a Federal Project Director in managing a capital asset project in DOE. The course is organized around the processes specified in DOE Order 413.3b and the associated Guides 413.3-1 through 413.3-19. Participants will learn how to manage the critical decision process in the Order as well as other requirements necessary to be a Federal Project Director at DOE, including the federal budget process; NEPA and other environmental, safety and health laws; and understanding of DOE HQ and field relationships and Lead Program Secretarial Officers (LPSOs).

This course is not a general overview of project management; therefore, it is highly recommended that participants take Project Management Essentials prior to taking this course. This course is presented at an intermediate level of expertise similar to what would be expected of an accredited graduate level college course.

You will earn 60 continuous learning points for this course. This is a Core course for the Level 1 PMCDP certification for Federal Project Directors and is available to all DOE employees.

CHRIS Code: 001024/0048

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3.5 Days / 28 CLPs

May 21-24EMCBC


3 Days / 24 CLPs



Communication

3 Days / 24 CLPs



3 Days / 24 CLPs

June 12-14Aiken, SC


5 Days / 40 CLPs



4 Days / 32 CLPs

June 25-28Aiken, SC


in DOE

60 CLPs


Online Training



PMCDP is offering an instructor-led delivery of the 3-day course, Scope Management Baseline Development, June 12-14, 2018 in Aiken, SC.

This course is designed to enhance a Program or Project Manager’s ability to clearly define requirements and scope, develop a defensible baseline, and manage conformance to the baseline throughout the project life-cycle. The course emphasizes the development of the Work Breakdown Structure (WBS).

Topic areas include:

• Baseline development techniques • Identifying risk and constraints for requirements• Prioritizing requirements• Trade-off analysis• Iterative requirements management• Scope change/configuration management

You will earn 24 continuous learning points for this course. This is a Required course for the Level 2 FPD certification for Federal Project Directors and is available to all DOE employees.

CHRIS Code: 001036/0029

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3.5 Days / 28 CLPs

May 21-24EMCBC


3 Days / 24 CLPs



Communication

3 Days / 24 CLPs



3 Days / 24 CLPs

June 12-14Aiken, SC


5 Days / 40 CLPs



4 Days / 32 CLPs

June 25-28Aiken, SC


in DOE

60 CLPs


Online Training



PMCDP is offering an instructor-led delivery of the 5-day course, Project Management Simulation, June 18-22, 2018 in Oak Ridge, TN.

This course provides the participant with the fundamental concepts of project management in the federal government, with an emphasis on application of tools and techniques to manage a federal acquisition project. This course will include information to satisfy mid-level requirements development and management processes, systems engineering, life cycle logistics, test and evaluation, and competencies and performance outcomes, as defined by the FAC-P/PM policy and competency model.

Discussions of the project life cycle phases will integrate the systems engineering process and related test and evaluation decisions made by the integrated project team (IPT). Expanding on the integrated approach, the course includes information on how to develop an Integrated Master Plan (IMP), and also consider the total cost of ownership and life cycle costs (LCC). Finally, the participants will reinforce the knowledge gained in this course and apply their skills to a series of exercises and case studies.Learning Objectives:

• Explain the IPT’s role in relation to acquisition within the project life cycle• Relate the systems engineering process to the technology acquisition process• Describe the Test and Evaluation team’s function, the Master Test Strategy, and the

V Model for testing• Discuss the process to develop an Integrated Master Plan (IMP)

You will earn 40 continuous learning points for this course. This is a Required course for the Level 2 PMCDP certification for Federal Project Directors and is available to all DOE employees.

CHRIS Code: 001029/0038

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3.5 Days / 28 CLPs

May 21-24EMCBC


3 Days / 24 CLPs



Communication

3 Days / 24 CLPs



3 Days / 24 CLPs

June 12-14Aiken, SC


5 Days / 40 CLPs



4 Days / 32 CLPs

June 25-28Aiken, SC


in DOE

60 CLPs


Online Training



PMCDP is offering instructor-led deliveries of the 4-day course, Federal Budgeting Process in DOE, June 25-28, 2018 in Aiken, SC.

This course is designed to provide DOE and NNSA program and project managers a working knowledge of Federal financial and managerial systems to accomplish their Department’s budgeting and accounting processes, including budget submissions, managing authorized funding and establishing success criteria. Participants apply the foundational skills required to successfully manage a project through its financial life cycle. These skills include: integrating projects, programs, and missions; resourcing and funding programs; validating and funding projects; effectively participating in the budget process; managing the flow of funds to programs and projects and effectively using financial accounting and reporting systems to attain program and project success.

You will earn 32 continuous learning points for this course. This is an Elective course for the Level II PMCDP certification for Federal Project Directors and is available to all DOE employees.

CHRIS Code: 001034/0034

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24 CLPs

On-DemandOLC


(24/7)

21 CLPs

On-DemandOLC


50 CLPs

On-DemandOLC



Scheduling

21 CLPs

On-DemandOLC


Strategy*




32 CLPs

On-DemandDAU Online

Upcoming Training


Contracting Officer Representative (CLC 222)

This course is specifically designed for Contracting Officer's Representatives (CORs) who are responsible for assuring that contractors are performing the technical portion of their job. This course will provide CORs the breadth of knowledge required to perform their role, including knowledge related to COR roles and responsibilities, as well as fundamentals of contracting regulations, types, phases, and other elements; awareness of ethical, legal, and cultural factors that impact COR responsibilities; and information necessary to effectively evaluate situations, apply knowledge gained, and make correct decisions to carry out COR responsibilities.Course objectives include:

• Understanding the role of the COR• Understanding what constitutes an effective COR• Learning to read and understand a contract

Registration is through DAU Online

You will earn 32 continuous learning points for this course. This is a Required course for the Level I Federal Project Director certification and is available to all DOE employees.

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24 CLPs

On-DemandOLC


(24/7)

21 CLPs

On-DemandOLC


50 CLPs

On-DemandOLC



Scheduling

21 CLPs

On-DemandOLC


Strategy*




32 CLPs

On-DemandDAU Online

Upcoming Training


Environmental Laws and RegulationsPMCDP hosts on the Online Learning Center (OLC) a Level II Elective Course titled “Environmental Laws and Regulations.” This online course provides an overview and basic working knowledge of pertinent environmental laws and regulations, and how those laws and regulations impact managing projects at DOE. The course identifies the resources to assist DOE staff and managers in the event they are asked to support or manage a project with potential environmental impacts. This course supports DOE employees and the Department in achieving environmental sustainability goals, including reducing energy use, enhancing pollution prevention, and water conservation.Upon completion of the training, all participants will be able to identify the intent of the major Federal environmental laws, regulations, DOE Orders, Directives and guidance. Participants will also be able to list the detailed processes involved in the implementation of major environmental requirements by the Department of Energy.This course is comprised of seven modules.

• DOE’s Framework for Environmental Compliance• All About Water• All About Air• All About Waste• All About Clean Up• Sustainability• Cultural Considerations

Successful completion of any six modules is required to receive credit for the course. However, a seventh module can be completed for continuous learning points.

Registration is through the OLCYou will earn 24 continuous learning points for this course. This is an elective course for the Level II Federal Project Director certification and is available to all DOE employees.

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24 CLPs

On-DemandOLC


(24/7)

21 CLPs

On-DemandOLC


50 CLPs

On-DemandOLC



Scheduling

21 CLPs

On-DemandOLC


Strategy*




32 CLPs

On-DemandDAU Online

Upcoming Training


Earned Value Management Systems (24/7)

PMCDP hosts on the Online Learning Center (OLC) the Level 1 Core Course titled “Earned Value Management Systems (24X7).” This online training is designed for newcomers to gain a solid foundation in earned value management systems (EVMS) or for earned value management (EVM) practitioners interested in enhancing their ability to effectively use performance data and keep up with the latest industry guidelines, government requirements, and EVMS issues. This course covers the five major categories in the EIA-748 Standard for Earned Value Management Systems including:

• Organization• Planning, Scheduling, and Budgeting• Accounting Considerations• Analysis and Management Reports• Revisions and Data Maintenance

Registration is through the OLCYou will earn 21 continuous learning points for this course. This is a required course for the Level I PMCDP certification for Federal Project Directors and is available to all DOE employees.

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24 CLPs

On-DemandOLC


(24/7)

21 CLPs

On-DemandOLC


50 CLPs

On-DemandOLC



Scheduling

21 CLPs

On-DemandOLC


Strategy*




32 CLPs

On-DemandDAU Online

Upcoming Training



PMCDP hosts on the Online Learning Center (OLC) the Level 1 Core Course titled “Project Management Essentials.” This online training is comprised of 15 individual lessons and introduces employees to a comprehensive set of project management principles. The primary source materials for this course are the Project Management Institute’s Project Management Body of Knowledge® (sometimes referred to as the PMBOK®), DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets, and the associated guides supporting the Order. Other guides and manuals are referenced throughout the course.

Topics include: • Project framework• Project initiation including the risk planning process• Project planning• Project cost and schedule• Project execution and procurement • Project monitoring and controls• Project closeout

Registration is through the OLCYou will earn 50 continuous learning points for this course, if you complete all 15 lessons. You can also take each lesson individually and earn continuous learning points for each lesson. This is a required course for the Level I PMCDP certification for Federal Project Directors and is available to all DOE employees.

Click here to view the CLPs for each lesson

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24 CLPs

On-DemandOLC


(24/7)

21 CLPs

On-DemandOLC


50 CLPs

On-DemandOLC



Scheduling

21 CLPs

On-DemandOLC


Strategy*




32 CLPs

On-DemandDAU Online

Upcoming Training



Lesson CLPs

Lesson 1: PM Framework 3

Lesson 2: Strategic Planning 2

Lesson 3: Project Initiation 2

Lesson 4: Acquisition Strategy 3

Lesson 5: Risk Planning (Part 1- Process Overview) 4

Lesson 5: Risk Planning (Part 2- Initial Risk Planning) 4

Lesson 5: Risk Planning (Part 3- Finalizing the Plan) 4

Lesson 6: Scope 3

Lesson 7: Quality 3

Lesson 8: Schedule 4

Lesson 9: Cost 3

Lesson 10: Project Execution 2

Lesson 11: Procurement 3

Lesson 12: Project Control 4

Lesson 13: Monitoring and Controlling Risk and Quality 2

Lesson 14: Communication and Leadership 2

Lesson 15: Transition/Closeout 2

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24 CLPs

On-DemandOLC


(24/7)

21 CLPs

On-DemandOLC


50 CLPs

On-DemandOLC



Scheduling

21 CLPs

On-DemandOLC


Strategy*




32 CLPs

On-DemandDAU Online

Upcoming Training


Scheduling

PMCDP hosts on the Online Learning Center (OLC), a continuous learning opportunity entitled “Scheduling.” The course is intended for DOE employees to gain a solid foundation in project scheduling and enhance project scheduling proficiency. This online course employs a virtual learning lab to provide an intensive 21 hours of instruction that covers scheduling tools, techniques, and philosophies, which can have a major impact to performance assessments and day-to-day project management decision-making. Participants may test their knowledge and gain immediate feedback with scored quizzes and case studies.

Upon completion of the training, participants will understand the fundamental background of scheduling concepts and their specific applications with emphasis on analysis using the Critical Path Method.

Topics include: • Critical path fundamentals• Schedule baseline• Float• Network logic development• Risk assessment• Changes• Scheduling in an EVMS environment

Registration is through the OLC

You will earn 21 continuous learning points for completing this course. This is a continuous learning opportunity for Federal Project Directors and is available to all DOE employees.

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Back to the Newsletter DOE Project Management News │ May 2018

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For specific information, please contact a Professional Development Division team member:

Professional Development Team in the Office of Project Management (PM)

Linda Ott — Division Director for Professional Development, PMCDP Program Manager, FPD Certifications Manager, PM Newsletter Editor, [email protected], 202-287-5310

Sigmond Ceaser — Alternate Delivery Platforms, Course Audit Program, PMCDP Review Recommendations Lead, [email protected]

Ruby Giles — PMCDP Budget Manager, PMCDP Training Coordinator and Training Delivery Manager, [email protected]

Susan Mason – PMCDP Systems Planning Support, [email protected]

If you would like to contribute an article to the Newsletter or have feedback or ideas you’d like to share, contact the Editor, Linda Ott.

Access PMCDP on PM-MAX from anywhere: go.max.gov/doe-pm






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