You are on page 1of 62

PROJECT EXECUTION PLAN

Project: FALCONCITY OF WONDERS- 680 VILLA PROJECT Page 2 of 49


Number: Revision Number: 6

TABLE OF CONTENTS
1.1 PROJECT DESCRIPTION............................................................................................................. 4
1.2 DEFINE WORK SCOPE............................................................................................................4
1.3 FACILITY REQUIREMENTS.....................................................................................................4
2.1 PROJECT MANAGEMENT.......................................................................................................... 5
2.2 PROJECT ORGANIZATION.......................................................................................................5
2.2.1 Project Team and the Organizational Structure for the Project...................................... 5
2.2.2 Key Supporting Organizations (Including Subcontracts)............................................... 6
2.2.3 Division of Responsibility and Delegation of Authority................................................ 7
2.2.4 Project-Specific Training and Qualification Requirements............................................ 7
2.3 PROJECT BASELINE AND SCHEDULE.....................................................................................7
2.3.1 Project Objectives and Deliverables (Scope)................................................................. 7
2.3.2 Top Level Project Schedule and Milestones.................................................................. 7
2.3.3 Reporting Requirements/Frequency.............................................................................. 9
2.3.4 Project Performance Metrics......................................................................................... 9
2.4 COMMUNICATION PLAN......................................................................................................10
2.5 PROJECT FILE MAINTENANCE.............................................................................................10
2.6 PROJECT RISK ANALYSIS.....................................................................................................11
2.6.1 Overall Project Risk Analysis...................................................................................... 11
2.6.2 Security Risk Analysis................................................................................................. 11
2.6.3 Environment, Safety, and Health Analyses.................................................................. 11
2.7 PRICE-ANDERSON AMENDMENTS ACT APPLICABILITY......................................................12
2.8 OTHER REQUIRED ANALYSES.............................................................................................12
2.9 PROJECT AGREEMENTS (MEMORANDUMS OF UNDERSTANDING, ETC., AS REQUIRED).......12
2.10 LESSONS LEARNED.............................................................................................................12
3.1 PROJECT PERFORMANCE STANDARDS/COMPLIANCE.................................................... 13
3.2 CUSTOMER ACCEPTANCE....................................................................................................13
3.3 QUALITY ASSURANCE.........................................................................................................13
3.4 ENVIRONMENTAL COMPLIANCE AND PROTECTION ISSUES.................................................13
3.5 PROJECT SPECIFIC STANDARDS OR REQUIREMENTS............................................................13
4.1 FUNCTIONAL OPERATIONS PLANS...................................................................................... 14
4.2 PROJECT CONTROL PLAN....................................................................................................14
4.3 DIAGNOSTICS PLAN.............................................................................................................16
4.4 INFORMATION TECHNOLOGY PLAN.....................................................................................16
4.5 SCIENTIFIC TECHNICAL INFORMATION PRODUCT................................................................17
4.6 ENGINEERING PLAN............................................................................................................17
4.7 PROCUREMENT PLAN..........................................................................................................17
4.8 CONSTRUCTION PLAN.........................................................................................................17
4.9 STARTUP PLAN....................................................................................................................17
4.10 TURNOVER PLAN.................................................................................................................17
4.11 OTHER...............................................................................................................................17

LIST OF TABLES

TABLE 1. RESPONSIBILITY AND DECISION MATRIX FOR ER PROJECT TEAM...............................................8


TABLE 2. PROJECT SCHEDULE AND MILESTONES........................................................................................9
PROJECT EXECUTION PLAN
Project: FALCONCITY OF WONDERS- 680 VILLA PROJECT Page 3 of 49
Number: Revision Number: 6
TABLE 3. PROJECT CONTROL PLAN...........................................................................................................14

APPENDICES

APPENDIX A. HAZARD ANALYSIS.............................................................................................................18


APPENDIX B. PRICE-ANDERSON AMENDMENTS ACT ASSESSMENT.......................................................... 35
APPENDIX C. QUALITY ASSURANCE PLAN................................................................................................36
1.1 PROJECT DESCRIPTION
1.2 DEFINE WORK SCOPE

1.3 FACILITY REQUIREMENTS


None.
2.1 PROJECT MANAGEMENT
2.2 PROJECT ORGANIZATION:
Contractor shall submit his organization chart for correct execution of the plan for
consultant/client review and approval.
2.2.1 Project Team and the Organizational Structure for the Project
The Project Team consists of the following key personnel: the contractor shall include his
key personnel of the project

Position Assigned Person Telephone

Roles and Responsibilities: the contractor shall include all the key person responbility

1- Projects manager .

2- The Project Manager

3- Construction manager

4- 4- MEP Manager

5- 5-senior coordinator engineer.


6-

2.2.2 Key Supporting Organizations (Including Subcontracts)


7- The following contractor organizations (either in a lead or support role) have
responsibilities in the execution of work under falconcity of wonders Projects:
Environmental Compliance
Contractor Assurance
NTS Waste Operations
Industrial Hygiene
Health Physics
Nuclear Operations
Construction
Site Services
Remote Sensing Laboratory
Procurement
Project Controls
Engineering
8- In the execution of its projects, ER Projects interacts with NNSA/NSO through designated
officials of NNSA/NSO within the ER Program. Interaction with State of Nevada regulatory
officials occurs mostly through NNSA/NSO.
9- A professional service and construction subcontract exists with outside entities to
provide support as needed. The appropriate NSTec organization provides oversight of all
subcontractors, ensuring adherence to NSTec contract requirements with NNSA/NSO.
10-
11- Project management plan:
12-
13- Purpose :
14-
15- The purpose of the contractor project management plan is to establish the basic project
management framework of the project ,including reference documentation and general
project information.
16-
17-
18-

2.2.3 Division of Responsibility and Delegation of Authority


19- The major responsibilities of the contractor Project Team members are described in
Section 2.1.1.
20- In addition, Table 1 identifies project-related actions and decisions, along with the
individuals responsible for implementation.
2.2.4 Project-Specific Training and Qualification Requirements
21- ER Project Team members who are responsible for field management activities
are required to have the 40-Hour Occupational Safety and Health Administration (OSHA)
Hazardous Worker Training, the 8-Hour Annual OSHA Refresher, and an annual medical
clearance. Additional health and safety training requirements can be found in the
individuals training plan.
22-
2.3 PROJECT BASELINE AND SCHEDULE
23- Two Task Agreement Plans (TAPs) have been developed and approved by the
NNSA/NSO Sub-Project Directors. Each TAP includes a detailed basis of estimate (BOE), a
bottoms-up estimate, and a resource-loaded schedule. All regulatory and performance
objective (PO) milestones are included within the resource-loaded schedule. Scope and other
changes to the approved TAP baseline are documented through the Baseline Change Request
(BCR) process (Company Directive [CD] CD-0500.005, Baseline Change Control).
24- A detailed Life-Cycle Baseline (LCBL) has been created for each of the two
NNSA/NSO Sub-Projects. These LCBLs are tracked within the Environmental Management
Information System (EMIS) database. NSTec is responsible for inputting TAP budget,
schedule, and milestone information into EMIS. The EMIS database is used by the
Environmental Management (EM) NNSA/NSO system to monitor performance, control
work, and approve BCRs. To ensure that ER NNSA/NSO personnel have current
information, NSTec is responsible for updating the information within EMIS on a monthly
basis.
2.3.1 Project Objectives and Deliverables (Scope)
25- A schedule of activities, milestones, and deliverable is maintained by and available
from Project Controls. Significant activities, milestones, and deliverables are also included in
the task plans.
2.3.2 Top Level Project Schedule and Milestones
26- Table 2 identifies the funding source, PO milestone date, and FY 2007 TAP for
each CAU listed.
27-

PROJECT EXECUTION PLAN


Project: Environmental Restoration Projects Page 8 of 49
Number: PEP-EM-4028 Revision Number: 6

FIELD OPERATIONS
PROJECT SUPPORT
28-

CONSTRUCTION
FIELD TECHNICAL

CONSTRUCTION
29- TABLE 1. RESPONSIBILITY AND DECISION MATRIX FOR ER PROJECT TEAM
30-

SUPERINTENDENT
35-

37-

39-

42-

44-

46-

48-

50-

54-

56-
52-
31-

MANAGER
41-

LEAD

SERVICES
47-

49-

51-

53-
ER MANAGER

PROJECT MANAGER

TASK MANAGER

ES&H LEAD

ENGINEER
PROJECT ENGINEER

SAFETY
32-

55-

57-
45-
36-

33-

43-
38-

40-
34- P
OSITION
DECISION
58- CHA 71- I
60- A 61- 62-
63- R 64-R 65- I 66- 67-C 68- I 69- I 70-
NGE IN 72- (
59- S I Design) I
73- CHA 80- 83- 85-
86-
75- A 76- R 77- 78- 79-R 81- C 82-C 84-
NGE IN 87- (
74- B Design) I
88- CHA 101-
90- A 91-
92- C 93- 94-R 95-
96- C 97-C 98-
99- C 100-
NGE IN 102- (
89- SCHE I Design) 118-
103- ALL 104-
105- A 108-
110- C 115- 117-
107- 112-
113- C
114- 116- I
OCATE (ER) (ER)
MANPOWER 106- I 109- ( 111- I R
119- CHA 121-
122- 123-
124- C 125- 126-
127- C/ 128- 129- I 130- I 131- 132- R
NGE IN
120- D /A R A C I
133- REP 134- 139- 140- 143- 145- 146-
135-
136- I 137- C 138- 142- 144-
ORT MAN-
HOURS R 141- C( A
147- SUBCON 148- 154- 160- R
149-
150- R 151- 152- 153- 156- 157- I 158- I 159-
TRACT (ER) 161- (
PROCUREMENT R 155- A 171- C I Const.)R
162- MATERI 163-
164- A 168- R 177-
166-
167- I 170- 173- 174- I 175- I 176-
ALS (ER) (ER) 178- (
PROCUREMENT 165- I 182- 169- I 191- 172- ( 196- C I Const.) 209-
179- 181- 185- 188- 194- 199- 202- 205- 206-
195- N
183- 186- 189- 192-
ote: All 197- 200- 203- 207-
180- SAF Team
ETY Members
INSPECTION 184- 187- 190- 193- are 198- 201- 204- I 208-
Responsible
210- A = Approve I C = Consult I I = Inform R = Responsible R
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 9 of 49
Number: PEP-EM-4028 Revision Number: 6
211-
212- TABLE 2. PROJECT SCHEDULE AND MILESTONES
213-

214- FU
215- C 216- ACTIVITY DESCRIPTION 217- PO
NDING
SOURCE AU DATE
220- Submit Final Streamlined Approach for Environmental
218- 219- 1 221- 06/2
Restoration (SAFER) Plan
EM 21 7/2007
222- 223- 1 224- Submit Final Corrective Action Plan (CAP) 225- 07/3
EM 39 1/2007
226- 227- 1 228- Submit Final CAP 229- 11/1
EM 45 6/2006
230- 231- 1 232- Submit Final CAP 233- 03/0
EM 51 7/2007
234- 235- 1 236- Submit Final Closure Report (CR) 237- 12/3
EM 68 0/2006
238- 239- 3 240- Submit Final CR 241- 09/0
DP
242- 00
243- 4 244- Submit Final SAFER Plan 6/2007
245- 11/2
EM 08 7/2006
246- 247- 4 248- Submit Final CR 249- 09/1
EM 84 4/2007
250- 251- 5 252- Submit Final CR 253- 04/0
DP 16 9/2007
254- 255- 5 256- Submit Final CR 257- 07/2
EM 36 5/2007
258- 259- 5 260- Submit Final CR 261- 07/1
EM 37 7/2007
262-
2.3.3 Reporting Requirements/Frequency
263- Performance reporting is prepared and submitted monthly. Performance is
measured against the budgeted cost of work scheduled, the budgeted cost of work performed,
and the actual cost of work performed. These three parameters are used to calculate project
schedule and cost variances. Project parameter analysis complies with CD-0500.004, Cost
and Schedule Analysis and Reporting. Specific schedule and cost variance percent and
dollar values have been specified by the NNSA/NSO Sub-Project Directors and NSTec
Management, variance reporting criteria are provided below.
264- Industrial Sites
265- NNSA/NSO Sub-Project Director: 10% or $200,000
cumulative for Schedule and Cost NSTec Management: 10% and $100,000
cumulative for Schedule and Cost
266- Soils
267- NNSA/NSO Sub-Project Director: 10% or $10,000 monthly for Schedule and Cost
268- 10% cumulative for Schedule and Cost
269- NSTec Management: 10% and $100,000
cumulative for Schedule and Cost

270- The formats for all reporting are the same. The first section identifies the deviations
from baseline conditions for CAUs that have resulted in the reportable variance. The second
section identifies the impact the variance has on the project. The third section identifies the
recovery plan for mitigating the variance.
2.3.4 Project Performance Metrics
271- The project performance metrics are identified in Sections 2.2.1, 2.2.2, and 2.2.3 of
this plan. In addition, specific fee metrics are specified in PO MIS07A-11.
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 10 of 49
Number: PEP-EM-4028 Revision Number: 6
272-

2.4 COMMUNICATION PLAN


273- The Industrial Sites and Soils programs have been in existence for more than 10
years. During that time period strong business relationships have been forged between
NSTec ER staff (see Section 2.1.1 for ER Project Team) and NNSA/NSO managers and
staff. The strong business relationships have been formalized in a Project Zipper Plan. The
Zipper Plan calls for each NSTec ER Task Manager to interface with their NNSA/NSO
counterparts on their assigned tasks. The Zipper Plan requires that the NSTec ER Project
Managers interface with the appropriate NNSA/NSO Sub-Project Directors as well as
NNSA/NSO Task Managers, as required. Specific communication processes used by the
NSTec ER Project Team are described below.
274- The primary duties and assignments for all NSTec ER work are specified within
the BOE that is developed with the customer during the TAP process. Modifications to TAP
requirements are discussed either in person or by telephone. The results of these
conversations are documented by e-mail to ensure that program modifications are clearly
understood by all parties. The NSTec ER Task Manager is then responsible for inputting the
scope modification into a Trend (following Organization Instruction [OI] OI-0500.003,
Trend Programs). The Trend is then submitted to the NSTec ER Project Manager who
determines if the Trend will remain an internal Trend or be processed in a BCR. If it is
decided that the Trend will be processed as a BCR (CD-0500.005, Baseline Change
Control), the NSTec ER Project Manager discusses the impact of the Trend with the
NNSA/NSO Sub-Project Director prior to submitting the BCR.
275- In addition, NSTec ER provides NNSA/NSO daily reports regarding fieldwork
progress. Weekly summaries are also provided which include non-fieldwork activities. It is the
responsibility of each NSTec ER Task Manager to provide via e-mail a weekly project status
to the responsible NNSA/NSO Task Manager. The purposes of these reports are to document
progress and inform the customer of issues so they can be resolved early.
276- To clearly delineate roles and responsibilities, a Field Management Plan (FMP) is
developed for each field project. The FMP identifies the assigned NSTec and NNSA/NSO
personnel to the field project. The FMP clearly indicates reporting hierarchy and clearly
describes team members responsibilities.
277- All major activities and milestone deliverables are formally transmitted to
NNSA/NSO for their acceptance and approval. If requested, at the end of the FY, a year-
end report will be presented to NNSA/NSO outlining the status of ER Projects and
presenting the final cost report. The format and document tracking used by NSTec ER
Projects conforms to CD- 3500.007, Correspondence Control.
278-
2.5 PROJECT FILE MAINTENANCE
279- Working project files for each CAU are maintained by the assigned NSTec ER
Task Manager. It is the responsibility of the assigned Task Manager to obtain final copies of
any support organization (e.g., construction, engineering, waste management) documents to
be included within the CAU project file. Upon completion of a CAU project, a final CAU
project file will be developed and placed within the NSTec ER central filing area. The
retention and organization of these files follow the requirements specified within
280- CD-3500.008, Records Management.
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 11 of 49
Number: PEP-EM-4028 Revision Number: 6
281-

2.6 PROJECT RISK ANALYSIS


2.6.1 Overall Project Risk Analysis
282- The project Hazard Analysis (see Appendix A) originally had a highest
unmitigated risk of medium. However, through appropriate management controls, all risks
were mitigated to low. A summary of the risk hazards and mitigation are presented below.
283- Site Radiological: The NSTec ER Projects routinely use sources to calibrate
detection equipment, enter radiological areas, and generate low-level waste (LLW). The
low risks associated with these activities are mitigated through training and Radiological
Work Permits.
284- Occupational Safety & Health: The NSTec ER Projects conduct craft-supported
activities (e.g., excavation, lifting loads, welding, noise conditions, confined spaces,
biological hazards). These have been identified as low hazard activities based on low
incident occurrence. The primary hazard is slip, trip, and fall incidents which are
mitigated through awareness training.
285- Environmental Compliance: The chance of incorrectly classifying a waste was
judged to be moderate risk. This risk is mitigated through staff training and teaming
with support organizations.
2.6.2 Security Risk Analysis
286- Safeguards and security was evaluated by completing the Security Activities
Analysis, Form FRM-1259, following the instructions in CD-3700.001, Security
Activities Analysis for Execution Plans. The only security issue identified was the need
for access into classified areas such as Area 27, TTR, and Area 6 Control Point to support
remediation activities. A copy of the completed form is maintained by the Administrative
Resources Department (ARD) Document Control.
287- The five Integrated Safety Management System core functions are used in
planning and implementing NSTec ER activities.
2.6.3 Environment, Safety, and Health Analyses
288- The NSTec ER Projects provide support for a diverse set of projects. Restoration
activities range from remediation of radiologically impacted soil to decontamination and
decommissioning of nuclear rocket testing facilities. The specific hazards are documented
within site-specific HASPs and supporting JHAs. The safety controls necessary to ensure
worker safety are developed for each restoration activity. Additional ES&H requirements
specific to restoration contact support work are addressed by the appropriate work control
package process and are activity-specific.
289- Analysis to Support Project Execution
290- Because the NSTec ER Projects activities are so diverse, it has been determined
that completion of the ES&H hazard assessment template is not necessary; the NSTec ER
Projects site-specific ES&H documentation exceeds the analysis of the hazard assessment
template.
291-

2.7 PRICE-ANDERSON AMENDMENTS ACT APPLICABILITY


292- Using the Criteria for Price-Anderson Amendments Act Applicability, Form
FRM-0965, it was determined that the Price-Anderson Amendments Act (PAAA) applies to
this project.
293- Specific project activity documentation addresses PAAA applicability. A
completed copy of Form FRM-0965 is included as Appendix B and a copy was forwarded to
ARD Document Control.
294-
2.8 OTHER REQUIRED ANALYSES
295- None required.
296-
2.9 PROJECT AGREEMENTS (MEMORANDUMS OF UNDERSTANDING, ETC.,
AS REQUIRED)

297- The majority of the project activities are covered under the FFACO. The FFACO
is a
298- tri-party agreement among NNSA/NSO, the U.S. Department of Defense, and
the Nevada Division of Environmental Protection. The agreement identifies CASs and
CAUs and specifies how work is to be performed.
299- No Memoranda of Understanding, Memoranda of Agreement, and/or
Interagency Support Agreements apply to the work described herein.
300-
2.10 LESSONS LEARNED
301- Depending on the size and complexity of the task, the ER Project Team may
prepare a summary memo file of any lessons learned. Formal lessons learned are submitted
into the Contractor Assurance Lessons Learned Program as directed by the Project Manager,
as applicable.
302- Feedback information is continuously collected form project team members during
all phases of activities. Any identified issues are promptly addressed or referred to the Project
Manager for resolution. The Project Manager, Task Manager, and ES&H personnel closely
monitor adherence of personnel to safety requirements while assessing the progress of work
activities. Any observed inadequacies are addressed and promptly corrected, and as
appropriate, entered into the system as lessons learned.
303- Prior to initiating planning for project activities, the lessons learned webpage is
utilized to identify any problems that other NSTec and NNSA/NSO organizations had
while implementing similar work. Applicable lessons learned are then incorporated into
project planning documents.
304- In addition, EM has assigned a Lessons Learned Coordinator to review internal
and
305- complex-wide lessons learned narratives and distribute them to EM projects. The
distributed lessons learned are evaluated by NSTec ER staff and where appropriate are
incorporated into NSTec ER work practices.
306-
307-

3.1 PROJECT PERFORMANCE STANDARDS/COMPLIANCE


3.2 CUSTOMER ACCEPTANCE
308- Customer acceptance criteria are based on review of project documents and
surveillance of field activities. Project documents such as CAPs, SAFER Plans, and CRs are
evaluated against the formats provided in the FFACO for technical content. In addition, field
surveillances are conducted by NNSA/NSO personnel to ensure that NSTec ER Projects are
following NSTec safety documents, work packages, and other Real Estate/Operations Permit
(REOP)-specified documents. Additional acceptance criteria are listed within NSTec ERs
PO MIS07A-11
309-
3.3 QUALITY ASSURANCE
310- Quality assurance requirements specified within referenced company-level
documents are implemented by ER Projects. All work is of a commercial nature and is
completed following industry standards and commercial codes. Adherence to applicable
codes and standards are verified through planning documents, field inspections, and
acceptance testing, where applicable. All construction testing and acceptance follow industry
standards and are verified by NSTec Inspection. When appropriate, a Construction Quality
Assurance Plan is prepared for those tasks requiring this activity.
311- The only project-unique quality assurance requirements are Title 10 Code of
Federal Regulations (CFR) 830.120, Nuclear Safety Management, Scope, which becomes
applicable when ER activities involve radioactive materials. As such, the ten quality
assurance criteria specified in 10 CFR 830.120 are considered in the execution of work. The
extent of applicability of each criterion would depend on the nature of the specific work
activity. In general, personnel training, quality improvement, documents and records,
inspection, management assessment, independent assessments, administrative controls for
work processes, and procurement are a continuous and integral portion of all work
activities. The extent of applicability of design criteria would depend on the specific work
activity.
312- All work associated with this project must be completed according to Process
Description (PD) PD-0001.002, Quality Assurance Program, which outlines general
requirements and describes the process for implementing, assessing, and documenting a
quality program that is responsive to the Work Smart Standards and quality assurance
requirements of NNSA/NSO. A Quality Assurance Plan has been developed and is attached
as Appendix C. Based on an analysis of the ER Projects, a Quality Grad of 2 has been
established.
313-
3.4 ENVIRONMENTAL COMPLIANCE AND PROTECTION ISSUES
314- National Environmental Policy Act (NEPA) Checklists are prepared for each
major field remediation activity by the ER Project Team. The NEPA Checklists are sent to
NSTec Environmental Compliance for review and then formally transmitted to the
NNSA/NSO ES&H Division for approval. The approved checklists are maintained by the
NNSA/NSO ES&H Division and are used by NNSA/NSO as a prerequisite for final
approval of the site-specific REOPs for work activities.
315-
3.5 PROJECT SPECIFIC STANDARDS OR REQUIREMENTS
316- Project-specific standards or requirements are addressed in site-specific
documents.
317-
318-

4.1 FUNCTIONAL OPERATIONS PLANS


4.2 PROJECT CONTROL PLAN
319- The NSTec ER Projects will be controlled as specified in Table 3. As has been
described in Section 2.2, the NSTec ER Projects performance is tracked and monitored by
EM NNSA/NSO using EMIS. EMIS maintains its own Work Breakdown Structure (WBS),
schedule, and milestone table. It is an EM NNSA/NSO requirement that the NSTec ER
Projects manage and status all activities using EMIS. The items specified in Table 3 show
how the information within EMIS meets the requirements of a Project Control Plan. The
table identifies the project control requirements and details how the NSTec ER Projects
implement these requirements.
320- TABLE 3. PROJECT CONTROL PLAN
321-

322- PRO 323- 327- 329-


325- APPLICATI
JECT 324- APPLICATION
ON ON
CONTROL CRITERIA 328- SELECTION 330- IMPLEMENT
TOOL 326- PROJECT
LOGICLevel 6 of the ATION
331- WBS / 332- The project will 333- A WBS and 334- 335- The WBS and
336- Respons 337- WBS that is compatible 338- be utilized on 339- breaks out the 340- are available
341- Assign 342- the program WBS and 343- Projects. 344- the project. 345- NSTec ER
346- Matrix 347- to Level 8 Work 348- 349- the WBS further 350- within EMIS.
352-
351- (WPs). WPs will be as 353- 354- delineates the 355-
357-
356- duration as possible, 358- 359- CAU (CAP, 360-
362-
361- measurable completion 363- 364- Action Decision 365-
367-
366- criteria, and have a 368- 369- Document 370-
372-
371- individual accountable 373- 374- CR). Each Level 375-
377-
376- completion (RAM). 378- 379- represents 380-
381- 382- 383- 384- deliverables 385-
386- 387- 388- 389- of the CAUs for 390-
391- 392- 393- 394- scope of ER. 395-
396- WBS 397- All projects will 398- The ER Projects 399- The Level 6 400- The WBS
401- Dictiona 402- WBS dictionary at a 403- detailed LCBL 404- effectively 405- is completed
407-
406- level which meets the 408- includes a 409- scope of work for 410- the FY Task
412-
411- requirements of OI- 413- WBS 414- CAUs that make 415- sent to the
417-
416- The scope documented 418- addition, on an 419- project. 420- for signature.
422-
421- WBS dictionary must 423- basis ER 424- 425-
427-
426- reconciled to the 428- detailed BOEs 429- 430-
432-
431- the original cost 433- FY Task Plans. 434- 435-
436- 437- 438- are used for the 439- 440-
441- 442- 443- dictionary. The 444- 445-
446- 447- 448- BCRs can be 449- 450-
451- 452- 453- for any changes 454- 455-
456- 457- 458- BOE. 459- 460-
461- Earned 462- EV methods are 463- Application on 464- Schedule percent 465- During the
466- (EV) 467- the planning phase for 468- 469- complete will be 470- development
472-
471- Level 8 WBS element 473- 474- method for WPs 475- FY Task Plans
477-
476- applied consistently 478- 479- EV will be 480- before
482-
481- project completion. 483- 484- the project 485- EV methods
487-
486- Appropriate methods 488- 489- weekly basis. A 490- assigned.
492-
491- selected per OI- 493- 494- of Effort EV 495-
497-
496- (Performance 498- 499- will be applied to 500-
501- 502- 503- 504- Project 505-
506- 507- 508- 509- WPs. 510-
511-

512- TABLE 3. PROJECT CONTROL PLAN (CONTINUED)


513-

514- PROJE 515- 519- 521-


517- APPLICATION
CT CONTROL 516- APPLICATION
TOOL ON
CRITERIA 518- PROJECT 520- SELECTION 522- IMPLEMENT
LOGIC ATION
523- Change 524- Change Control for 525- Application on 526- Any changes 527- Implementatio
Control all NSTec Performance Project that are required to the n
Measurement Baselines PBM will be
(PMBs) is done according to documented through a
OI-0500.006. BCR at WBS Level 5.

528- P 529- Level V, Detailed 530- ER will have 531- All ER Projects 532- As
roject Execution Schedule, is a detailed resource- changes are entered into required by the
Schedules established on capital loaded schedule EMIS and must be Project Manager
projects > $1 M and other prepared in P3. approved by the
projects that use functional customer.
resources or have multiple
procurements.
533- Con 534- Projects that have 535- No 536- N/A 537- N/A
tingency Contractor Contingency that contingency is included
Tracking will be managed as part of in the baseline for ER,
the PMB will maintain a as specified by the
Contingency Log per OI- customer.
0500.004.
538- Trend 539- All projects will 540- Review and 541- All ER Projects 542- There is no
Program establish and maintain a approval of identified changes are entered into threshold; all PBM
Trend Program per OI- changes in work scope EMIS and must be changes require
0500.003. are documented in approved by the NNSA/NSO
EMIS. customer. signature.
543- Accrual 544- All projects will 546- The project 547- Accruals will 549- Ongoing
s accrue costs for subcontracts will accrue significant be done for good or
and services for items > 0.5% costs for goods or services provided in
of the Project Budget at services rendered that excess of
Completion (BAC). Accruals have not been paid in a 548- $1,000.
are made using guidance given fiscal month.
found in
545- OI-0500.005.
550- Fun 551- Project commitments 552- ER will use 553- Any 554- Implemented
ds and actual costs will be tracked the company reporting unexpected or during planning;
Management and recorded on a monthly systems to provide cost, unknown events that when applicable,
basis at a minimum. The Funds commitment, and occur during the BCRs will be
Management process uses this funding information. execution of the executed
information to ensure that approved work scope
funding amounts are not
exceeded and that the project is
funded at levels needed to
accomplish the agreed-upon
work scope. Specific methods
for tracking cost and
commitments are left to the
project.
555-

556- TABLE 3. PROJECT CONTROL PLAN (CONTINUED)


557-

558- PROJE 559- 563- 565-


561- APPLICATION
CT CONTROL 560- APPLICATION
TOOL ON
CRITERIA 562- PROJECT 564- SELECTION 566- IMPLEMENT
LOGIC ATION
567- Functio 568- Projects that use 569- ER has a 570- N/A 571- N/A
572- Organiz 573- services from 574- of Engineering 575- 576-
577- Work 578- Construction, or other 579- Construction 580- 581-
583-
582- functional 584- Developing 585- 586-
588-
587- develop and document 589- interfaces with 590- 591-
593-
592- processes that will be 594- Engineering 595- 596-
598-
597- monitor and control the 599- Controls and 600- 601-
603-
602- performed by those 604- Construction 605- 606-
608-
607- organizations. 609- Controls is not 610- 611-
613-
612- responsibilities will be 614- required. 615- 616-
618-
617- according to OI- 619- 620- 621-
623-
622- OI-0500.013 as 624- Note: If 625- 626-
628-
627- will be designed to 629- Engineering 630- 631-
633-
632- needs of both the 634- (REWs) are 635- 636-
638-
637- the functional 639- then work will 640- 641-
643-
642- to minimize 644- according to the 645- 646-
648-
647- control systems. 649- applicable OIs. 650- 651-
652- Eng 653- N/A 654- N/A 655- N/A 656- N/A
ineering
Organization
657- Con 658- N/A 659- N/A 660- N/A 661- N/A
struction
Organization
662- Othe 663- N/A 664- N/A 665- N/A 666- N/A
r
Organizations
667- Earned 668- All projects will 669- The project 670- Selection Logic 671- Implementatio
672- Manage 673- performance using 674- 675- 676-
677- System 678- EVMS as described in 679- 680- 681-
682- (EVMS) 683- OI-0500.005. 684- 685- 686-
688-
687- analysis and reporting 689- 690- 691-
693-
692- done on at least a 694- 695- 696-
698-
697- basis according to 699- 700- 701-
703-
702- OI-0500.011. 704- 705- 706-
707- Forecast 708- Project remaining costs 709- The project will 710- ETCs are entered 711- Performance
712- Costs 713- and reporting will be 714- measure 715- tasks with work 716- and Reporting
718-
717- monthly basis 719- using NSTecs 720- remaining to be 721- done on a
723-
722- OI-0500.011. 724- to analyze and 725- completed. 726- basis.
727- 728- 729- performance 730- 731-
732- 733- 734- using standard 735- 736-
737- 738- 739- cost/schedule 740- 741-
742- 743- 744- reports. 745- 746-
747-
748-

4.3 DIAGNOSTICS PLAN


749- No diagnostics plan is required.
750-
4.4 INFORMATION TECHNOLOGY PLAN
751- No information technology plan is required.
752-

4.5 SCIENTIFIC TECHNICAL INFORMATION PRODUCT


753- All NSTec ER CAU deliveries are subject to Scientific Technical Information
Product (STIP) requirements specified in DOE O 241.1A. Included in the approved TAP for
each NNSA/NSO project (in each CAU BOE, estimate, and schedule) are provisions to have
STIP provide document reviews, and the review period is included in each CAUs resource-
loaded schedule.
754-
4.6 ENGINEERING PLAN
755- Engineering plans are developed for specific activities as required.
756-
4.7 PROCUREMENT PLAN
757- Procurement plans are developed for specific activities as required.
758-
4.8 CONSTRUCTION PLAN
759- Construction plans are developed for specific activities as required.
760-
4.9 STARTUP PLAN
761- No start-up plan is required.
762-
4.10 TURNOVER PLAN
763- No turnover plan is required.
764-
4.11 OTHER
765- Other plans are developed as necessary to support specific NSTec ER activities.
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 18 of 49
Number: PEP-EM-4028 Revision Number: 6
766-
767-

768- APPENDIX A. HAZARD


ANALYSIS
769-
770-
771-
772-
773-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 20 of 49
Number: PEP-EM-4028 Revision Number: 6
774-
775-

776-
777-
778-

779-
780-
781-

782-
783-
784-

785-
786-
787-

788-
789-
790-

791-
792-
793-

794-
795-
796-

797-
798-
799-

800-
801-
802-

803-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 30 of 49
Number: PEP-EM-4028 Revision Number: 6
804-
805-

806-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 31 of 49
Number: PEP-EM-4028 Revision Number: 6
807-
808-

809-
810-
811-

812-
813-
814-

815-
816-
817-

818-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 35 of 49
Number: PEP-EM-4028 Revision Number: 6
819-
820-

821- APPENDIX B. PRICE-ANDERSON AMENDMENTS ACT ASSESSMENT


822-

823- APPENDIX C. QUALITY ASSURANCE PLAN


824-
825-
826-
827-
828-
829-
830-
831-
832-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 40 of 49
Number: PEP-EM-4028 Revision Number: 6
833-
834-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 40 of 49
Number: PEP-EM-4028 Revision Number: 6
835-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 41 of 49
Number: PEP-EM-4028 Revision Number: 6
836-
837-
PROJECT EXECUTION PLAN
Project: Environmental Restoration Projects Page 42 of 49
Number: PEP-EM-4028 Revision Number: 6
838-
839-
840-
841-
842-
843-
844-
845-
846-
847-
848-
849-
850-
851-
852-
853-
854-
855-
856-
857-
858-
859-
860-
861-
862-

You might also like