Professional Documents
Culture Documents
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
APPENDICES
Roles and Responsibilities: the contractor shall include all the key person responbility
1- Projects manager .
3- Construction manager
4- 4- MEP Manager
FIELD OPERATIONS
PROJECT SUPPORT
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CONSTRUCTION
FIELD TECHNICAL
CONSTRUCTION
29- TABLE 1. RESPONSIBILITY AND DECISION MATRIX FOR ER PROJECT TEAM
30-
SUPERINTENDENT
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52-
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MANAGER
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LEAD
SERVICES
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ER MANAGER
PROJECT MANAGER
TASK MANAGER
ES&H LEAD
ENGINEER
PROJECT ENGINEER
SAFETY
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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
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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-
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-
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.
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