Home DOE Project Management News - Energy.gov · 2019-03-14 · DOE Project Management News │ March 2019 A schedule risk analysis starts with a good critical path method schedule

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DOE Project Management News │ March 2019

DOE Project Management NewsPromoting Project Management Excellence

March 2019 Edition

Your one source for project management informationBookmark go.max.gov/doe-pm

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The implementation of project management best practices remains a priority within the Department. This focus is the result of several factors, including an understanding that fiscal resources will always be constrained and the driving need to do more with less, while operational requirements (mission) often call for the introduction of new or updated capabilities and their enabling facilities on reduced timelines. Senior leaders, Program Managers and Federal Project Directors all realize that every dollar required to cover a cost overrun, or day lost due to schedule slippage, is one less dollar available for executing the Department’s primary missions.

To aide in the adoption and implementation of project management best practices, DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets, is supported by the “413 Series Guides”. This collection of 19 guides, with additional guides under development, provides recommended best practices for the execution of capital projects within the Department. Identified from across government and industry, and validated by organizations such as the Construction Industry Institute (CII), the Construction Users Roundtable (CURT), and the Project Management Institute (PMI), these best practices have been proven over time to enhance the probability of successful project delivery. Two guides, DOE G 413.3-22, Analysis of Alternatives Guide, and DOE G 413.3-21A, Cost Estimating Guide, were recently updated. Another four guides are in the process of being updated this year. Several presentations at this year’s Project Management Workshop will highlight the benefits of adopting and

Mike Peek,Director of the

Office of Project Management (PM)

Continued on next page…

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implementing best practices. Program Managers, Federal Project Directors, and Integrated Project Teams are encouraged to periodically review these guides and adopt the best practices that may be applicable to their projects.

As a reminder, the 2019 DOE Project Management Workshop will be held April 23rd & 24th, with a half-day Project Controls session on April 25th. Additional information on the Workshop, including registration, local transportation and lodging at the workshop venue – the Hilton Washington DC National Mall – can be found at: https://www.energy.gov/projectmanagement/services/2019-doe-project-management-workshop and in this edition of the PM Newsletter.

Sincerely,

Mike PeekMike Peek,

Director of the Office of Project

Management (PM)

https://www.energy.gov/projectmanagement/services/2019-doe-project-management-workshop

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Placing a Project “On-Hold” Tony Ermovick, Office of Project Assessments (PM-20)

Being put on hold for a telephone call is never an enjoyable experience, but in project management space, putting a project on-hold is sometimes necessary and a beneficial action for the Federal Project Director (FPD) and Program to pursue. This article describes the procedures for officially putting a project that is subject to DOE Order 413.3B on-hold.

The rules to place a project on-hold, which were originally established in September 2012 by the Certification Review Board (due to its impact to FPDs attempting to earn experience criteria for certification advancement), have recently been modified by the Project Management Risk Committee (PMRC). Placing a project on-hold only applies to projects that are pre-Critical Decision (CD)-2, as once the baseline is set at CD-2, projects are to be executed per the approved baseline and on-hold periods are not allowed. Placing a project on-hold is a significant action by the FPD or Program. One consequence is that the assigned FPD and Deputy FPD do not earn project management experience time for certification purposes for projects on-hold. Another consequence is that higher level management has reduced awareness of the project due to reduced project reporting in the Project Assessment and Reporting System (PARS). In general, on-hold means the project is no longer progressing towards the next critical decision nor expending significant funds for project development or up-front planning. A project that is on-hold is essentially placed on the “back-burner,” pending resolution of such issues as funding availability, technical readiness, and Program priorities.

Requirements and implications for placing a project on-hold are as follows:

• A request email from a permanent Senior Executive Service official in the respective Program is submitted to the DOE Office of Project Management (PM). The email request will include a statement that the respective Project Management Executive (PME), or Chief Executive for Project Management (CE) for major systems projects, has been briefed and concurs with the on-hold request. Furthermore, the email must “cc” the PME/CE.



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Placing a Project “On-Hold” Tony Ermovick, Office of Project Assessments (PM-20)

• Once an appropriate request to place a project on-hold is received, PM verifies the request and changes the status of the project in PARS to “On-Hold Pre CD-2.”

• Annual updates for on-hold projects are no longer required; however, after five years of being on-hold, consideration should be made to cancel the project if the mission need or viability of the project no longer exists.

• DOE Order 413.3B procedures for formal cancellation of a project remain applicable.• The FPD and Deputy FPD designation in PARS will be unassigned from the project as of the date of

the on-hold email; neither the FPD nor Deputy FPD will earn DOE Order 413.3B project management experience credit for certification purposes for the on-hold period.

• The PM “Monthly DOE Project Portfolio Status Report” will continue to include a table that lists all “On-Hold Projects,” and will include specific project information, date placed on-hold, and the person who authorized it to be placed on-hold.

• Monthly PARS assessments will not be required for approved on-hold projects.• On-hold projects will be excluded from the GAO “Certified FPDs at CD-1” success metric.• To reactivate a project and take it off the on-hold status, the same authorities and procedure as

listed above are required.

PM has developed a standard operating procedure (SOP), with useful templates, for placing projects on-hold. It is posted on the PM-MAX website under the “413 Resource Center” tab, quick link to DOE PM SOPs.

Projects currently with an on-hold status do not need to take any action.

So, no need to get frustrated with putting a project on-hold. The process is straightforward and simple to implement if a project meets the on-hold criteria. If you have any questions, please consult your PM project analyst who can help walk you through the process.


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Conducting a Schedule Risk Analysis David Kester, Office of Project Controls (PM-30)

The US Government Accountability Office’s (GAO) Schedule Assessment Guide (GAO-16-89G) presents ten Best Practices associated with developing and maintaining a reliable, high-quality project schedule. The Guide also presents guiding principles for use by auditors to evaluate schedules in use on government programs and projects. This article is the eighth in a PM-30 series describing various characteristics of high-quality schedules that meet the criteria outlined in the GAO Schedule Assessment Guide.

GAO Scheduling Best Practice #8, Conducting a Schedule Risk Analysis, is stated as follows:


A schedule risk analysis starts with a good critical path method schedule. Data about program schedule risks are incorporated into a statistical simulation to predict the level of confidence in meeting a program’s completion date; to determine the contingency, or reserve of time, needed for a level of confidence; and to identify high-priority risks. Programs should include the results of the schedule risk analysis in constructing an executable baseline schedule. Risk mitigation activities in the project schedule that are not in alignment with the Risk Register means that the risk management process has not been fully integrated into the integrated master schedule (IMS) and therefore those risks may not be correctly quantified and/or effectively managed.

Once the Performance Measurement Baseline (PMB) has been established, contractor project managers may take the appropriate steps to identify, examine, and assess potential risks in the baseline schedule. Risks that require mitigation are documented in the Risk Register and, when applicable, those activities chosen to mitigate the risk are included in the baseline and forecast schedule. Because the probability and impact of some risks are greater than others, the contractor establishes thresholds that determine which risks are significant enough to have risk mitigation. All significant and authorized risk mitigation activities added to the baseline (and associated forecast) schedule must be processed through a formal change control process. Once included in the project baseline schedule, the risk mitigation activities in both the risk register and schedule must align. However, there may be risks found in the risk register that are neither practical nor significant enough to be planned in the project baseline schedule.


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Conducting a Schedule Risk Analysis David Kester, Office of Project Controls (PM-30)

Schedule margin (SM) is used to mitigate schedule risk. The amount of SM established is directly related to management’s estimation of schedule risk inherent to accomplishing the project goals and deliverables. The relationship between SM and risk in the schedule must be documented and available for review. SM may be established based on the results of a Schedule Risk Assessment. The project’s risk register is a common repository to document risks and their relationship to the amount of SM in the project schedule. The contractor EVMS description should establish the policy for the development and maintenance of SM. Identify SM in the project schedule as a single non-resourced activity positioned between the last discrete resourced activity in a critical decision phase and the critical decision milestone (such as CD-3 or CD-4). This placement will allow management to evaluate the impact of realized risks on the schedule to the next CD milestone and act to address possible impacts to the project.

The detailed network critical path schedule can help determine whether the project schedule can be accomplished at an acceptable risk level by identifying risks associated with the timely completion of work and overall schedule objectives. All tasks with zero total float are deemed critical and possess a degree of risk in that no delay is permissible in their execution. First, the analyst should identify the critical path and where there is zero or negative total float in the project schedule. Next, the analyst should generate a probabilistic estimate showing the risk level for critical activities and project milestones. The analyst should generate a schedule risk rating.

As part of a schedule risk assessment, the analyst should use the following 5 steps as a checklist when determining the risk areas of the project schedule. Appropriate customers and stakeholders receive the analyst’s written response. Documentation can include a listing of risks, risk ratings, and histograms. The analyst’s report should provide insight into the uncertainty associated with high-risk work and realistically estimate the likelihood of each high-risk activity meeting its completion date. The final documented assessment should include the parts detailed on the following pages.



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Step 1 Step 2 Step 3 Step 4 Step 5


Step 1. Develop a complete critical path network schedule using P6 Primavera (or other schedule software). For the risk assessment to be successful, the network schedule must be developed and maintained appropriately as discussed in previous PM Newsletter articles. To be most effective, the contractor’s network schedule must be thoroughly examined within the beginning months of the project and then continuously revisited. Because a common baseline is vital to the determination of project delays, network development and approval must be a top priority. The assessment should be performed at the lowest level at which work will occur, usually the work package and planning package (activity) level.



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Step 2. Identify reporting activities and milestones. When building the risk assessment, the analyst should evaluate both critical and near-critical paths through the network schedule. At a minimum, discrete work package and planning package activities with low total float should be identified for simulation. It is best to show more paths rather than fewer, since the shorter paths might have more risk than the longer path identified by the network.



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Step 3. Enter risk parameters for each work package and planning package activity. When preparing remaining duration estimates for each activity listed on the network schedule, the analyst should interpret the future based on objective and rational judgment. The analyst should begin the process with a substantiation of the time incurred for the work accomplished to date. The analyst should then consider all known or expected impacts. This should be accomplished with the help of technical expertise from the government project office and the contractor. The use of single point estimates for activity durations often leads to unrealistic schedule estimates due to the inherent uncertainty that typifies DOE projects. Therefore, the use of three-point estimates is crucial for a thorough and realistic analysis of the project as a preparation of its future progress which will be characterized by changes compared to the original point estimates. Three-point duration estimates are classified into three categories - best case, worst case, and most likely - as summarized below and shown in the figure on the following page:• Best Case (Min Rdur in the figure) - A task’s minimum estimate is the one that results in the shortest

remaining duration. This estimate assumes that performance requirements can be met and is based on the outcome of the most favorable set of circumstances with a greater than 85% chance of occurrence. A greater than 85% likelihood of occurrence is defined as the probability of an undesired event occurring that can cause some disruption of schedule, increase in labor hours, or degradation of performance; or a desired event that has the potential to save time, lower labor hours, or enhance performance.

• Worst Case (Max Rdur in the figure) - The maximum estimate is the one that typically results in the longest remaining duration to the task. This estimate assumes that performance requirements can be met and is based on the outcome of the least favorable set of circumstances with a greater than 85% chance of occurrence.

• Most Likely (ML Rdur in the figure) - The most likely estimate is the duration that is the task’s most likely outcome based on a knowledgeable estimate of all remaining work, known risks, known opportunities, and probable future conditions. Again, this estimate assumes that performance requirements can be met.



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Step 4. Run the Monte Carlo Simulation. The analyst will need to determine the number of iterations to run the simulation, and select the options related to the collection of schedule data. The number of iterations will depend on the size of the network and relationship of the mean and standard deviation. The analyst will want to retain the results from each simulation for later analysis. An example simulation output is shown in the following figure:



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Step 5. Analyze and document results. As part of the risk assessment, the analyst should document and present alternatives for assistance in decision making by identifying and quantifying all anticipated problems or achievements. The analyst should be sure to point out risks (and opportunities) in each alternative course of action.

Please note that the steps outlined above are the minimum steps required to conduct a schedule risk analysis for network logic that is not overly complex. Risk analysis software such as Primavera Risk© and Deltek Acumen Fuse Risk© allow for the assignment of risks to single or multiple schedule activity types, whether or not on the critical path. The assignment of risks during the simulation may calculate unexpected critical paths or secondary effects that drive overall schedule duration. Additionally, risk analysis software packages may also integrate schedule duration uncertainty into the simulation, as well as cost risk events and cost uncertainty. The integration of all elements into the schedule risk analysis reveals additional insights, including ‘Joint Confidence Levels’ discussed in the June 2018 newsletter.

If you have further questions regarding this or any previous schedule articles, please contact PM-30 (https://community.max.gov/display/DOEExternal/PM+EVM+SMEs).


https://community.max.gov/display/DOEExternal/PM+EVM+SMEs

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PARS UpdateMatthew (Zac) West, Office of Project Controls (PM-30)

The PARS update work continues toward a June 2019 roll-out with new capabilities. Last month’s article introduced some of the basic elements of the new analytical tool being added to PARS -- Empower. This month, we will explore the dashboards in the Empower tool. Dashboards provide a summary view of the project’s status without having to drill into all of the data. Those items which do not seem right or are out of threshold are where a user would focus their time to identify and then plan to address the issues in the project. It also helps the project stay transparent to those beyond the project team, to include the program office.

The PARS team is working to establish dashboards that will be useful to users. When you enter Empower, you will arrive at the DOE default Tri-pane view discussed last month. An image of this is provided below. This is the default screen and is an example of a dashboard and contains a view, a chart and report. While the user can update each of these to look at different items, we can establish dashboards that update all three for a specific purpose, such as Performance, Senior Leader Review, EVMS System Metrics, data quality, and more.

The PARS team will add preset dashboards so you do not have to set them up each time you log in. This includes additional charts, views, and reports as well as specific filter and sort settings with the goal of letting the user quickly get to the knowledge which helps in understanding the project.



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PARS UpdateMatthew (Zac) West, Office of Project Controls (PM-30)

on the project and put into all the different databases used, as well as libraries of printed material and field notes. PARS is one of those databases and it is a federal system of record for the project.

Using dashboards in PARS through Empower will allow the user to quickly get to the knowledge needed to make decisions. The premise of a dashboard is to focus on leading knowledge verses lagging data. Leading knowledge presents forecasts and trends as soon as possible, based on current/past data (lagging data) to allow the user to identify options for project management discussion.

There is a saying – we are drowning in data and thirsting for knowledge. With Empower, the knowledge from dashboards will prevent the users from drowning by getting to the knowledge needed to dig into the cause of issues that may be impacting performance.

As Empower rolls out in June, users may recommend other dashboards which PARS can provide. The feedback you provide will make this tool more beneficial to all. We look forward to your thoughts as we move forward together. Next month, we will highlight the EVMS metric tests DOE is working with the Empower developer to add as a standard tool.

As always the current PARS schedule for uploads and assessments deadlines is located at (https://community.max.gov/x/m4lIY).


On this entry level page is the option to select Dashboards in the main menu bar at the top. We will provide each dashboard with an intuitive name, and development of these dashboards will continue past the roll-out in June.

As was mentioned, these dashboards provide knowledge to the user. There is data and there is knowledge. Data is all the information collected

https://community.max.gov/x/m4lIY

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FPD Spotlight: Tom Teynor’s Perspective on a Recent ICE/EIR


The Plutonium Finishing Plant capital asset project RL-0011.C2, PFP Demolition to Slab on Grade, baseline change proposal (BCP) was needed due to the project exceeding its approved $72M Total ProjectCost (TPC) and August 2018 CD-4 date.

In December 2017, all demolition work stoppedbecause of a spread of radioactive contamination outside posted radiological boundaries. Amidst thecontamination, the cost increase also elevated the Project Management Executive (PME) authority from the Richland (RL) Site Manager to the Assistant Secretary for Environmental Management (EM)-1, Anne White. Due to the project exceeding the RL Manager’s $100M approval authority and a greater than 25% project cost growth, the Deputy Secretary had to approve the BCP or delegate approval authority to EM-1.

In this article, Tom Teynor, FPD for the project, shares his observations on the Independent Cost Estimate (ICE)/External Independent Review (EIR) for this BCP:

My team prepared for the ICE/EIR with detailed planning, coordination within and outside of Hanford, and committing to a detailed set of deliverables to ensure as much information as possible was available to review team members before they arrived on site. Televideo planning meetings took place with the review team weeks in advance of their field visit, and numerous emails and phone calls occurred between those meetings. Hanford refined its preparation activities mostly by ensuring a much broader group of personnel were accessible before, during, and after the combined ICE/EIR.

The contractor prepared a new estimate and schedule for the remaining work. We then uploaded the required documentation into MAX.GOV for review. One of the more effective “tools” we used was a matrix to catalog and identify each file loaded into MAX. This helped manage the volume of information and materials.


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FPD Spotlight: Tom Teynor’s Perspective on a Recent ICE/EIR


The team learned a lot from this ICE/EIR. Here are my team’s lessons learned:1. Stay flexible with the BCP process. At different times, the process was confusing and challenging,

but rely on the Office of Project Management (PM) to help navigate the process.2. Allow the team to be creative when thinking about tailoring strategies to improve the cycling time

and to move successfully through the process. One difficulty we (RL, PM and EM HQ) collectively worked through was a lengthy approval process that caused us to span the fiscal year thus making implementation a challenge.

3. Manage team communication to ensure everyone is on the same page.

My team and PM met daily (sometimes twice a day) to ensure all staff requested for interviews were available. We used the MAX.Gov portal to upload additional documents when requested and provided hard copies to the review team members.

The independent nature of the review team not only provided an objective review, but also allowed thought provoking discussions about the project’s recovery assumptions and baseline components. The ICE/EIR team helped restore confidence that the remaining demolition work can be safely completed within a revised budget and schedule.

The ICE/EIR team, especially the cost estimators, confirmed our estimate was valid. Their ICE was within 2% of our estimate; the team did propose we increase our contingency significantly. As we experience schedule slippage and negative cost variances, this is proving to be beneficial.

The Project Management Risk Committee (PMRC) assessment caused us to formalize our results and added confirmation the project is on a path to success.

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Booking

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The Department of Energy Office of Project Management (PM)'s 2019 Project Management Workshop will again offer the opportunity to discuss project management challenges with senior leadership, review best practices, share lessons learned, recognize excellence, and on the final day, focus on project controls. The workshop is a designated training event so attendees will earn continuous learning points (CLPs) for each full day of participation.

Note that the registration is currently at capacity. We expect additional slots to open and are keeping a waitlist. Click here to add your name to the waitlist.

2019 PM Workshop Update


Schedule

Workshop Day 1: April 23

Workshop Day 2: April 24

Project Controls Session (AM only): April 25*

*The afternoon of April 25th will feature Program breakout sessions.

https://www.eventbrite.com/e/2019-us-department-of-energy-project-management-workshop-registration-51073621577

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Location

HILTON WASHINGTON DC NATIONAL MALL480 L’Enfant Plaza SWWashington DC, 20024

(202) 484-1000


https://www3.hilton.com/en/hotels/district-of-columbia/hilton-washington-dc-national-mall-DCAEPHH/index.html





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Booking

Click here for the group booking link (disregard any notice about Hilton not accepting reservations unless arrival is July 1, 2019 and beyond)Code: DOEPMA


https://secure3.hilton.com/en_US/hi/reservation/book.htm?execution=e2s1

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Intended Audience

This workshop is for everyone engaged in DOE capital asset project management to include federal and contract employees. The target audience is DOE federal employees and DOE contractors involved with DOE project management and/or DOE contracting. This includes, but is not limited to, federal project directors, project controls personnel, program/staff office representatives, contracting officers, DOE contractors, and others in the DOE project management community.


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There is no registration fee, but attendees’ organizations are responsible for travel, lodging, and meal expenses.


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FPD Spotlight: Tom Teynor and the PFP On-Demand Online Training**

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Upcoming Training: March – April 2019

Performance-Based Management Contracting

3 Days / 24 CLPs

March 12-14Berkeley, CA

Scope Management Baseline Development

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March 12-14Oak Ridge, TN

Managing Contract Changes

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Value Management

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April 2 – June 6Adobe Connect


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PMCDP is offering an instructor-led delivery of the 3-day course, Performance-Based Management Contracting, March 12-14, 2019 in Berkeley, CA.

This course is designed so that Program and Project Managers, as well as contracting personnel, better understand how to manage performance-based contracts at DOE facilities. The course addresses the processes by which these performance-based site and facility management contracts are planned, awarded, and managed after award. The overall objective is to focus on major site and facility contracts and to present the performance-based concepts and tools required in each aspect of the planning, award, and post award processes for these contracts. This course focuses exclusively on major site and facility contracts and the unique challenges involved in making them performance-based.

You will earn 24 continuous learning points for this course. This is an Elective course for the Level 1 PMCDP certification for Federal Project Directors and is available to all DOE employees.

CHRIS Code: 001951/0028

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PMCDP is offering an instructor-led delivery of the 3-day course, Scope Management Baseline Development, March 12-14, 2019 in Oak Ridge, TN.

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: 001036/0030

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PMCDP is offering an instructor-led delivery of the 4-day course, Managing Contract Changes, April 2-5, 2019 in Golden, CO.

This course aims to better prepare DOE Contracting Officers (COs) and Federal Project Directors (FPDs) to manage project changes on complex construction projects through effective management of contract modifications and change orders.

Managing Contract Changes includes discussions of DOE’s historical and current contracting environment, authorities for contract modifications, and the various contract provisions and legal doctrines that define and limit the ability for the Government to change contracts. Additionally, the course examines the doctrine of constructive change, potential differences between project management changes and contract changes, and the things DOE senior level contracting and program officials can do to improve the effectiveness of the change management process.

You will earn 32 continuous learning points for this course. This is a Required course for the Level 1 PMCDP certification for Federal Project Directors and is available to all DOE employees.CHRIS Code: 002102/0073

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Value Management

PMCDP is offering an instructor-led delivery of the 3-day course, Value Management, April 2-4, 2019 in Oak Ridge, TN.

Value Management (VM) provides participants with techniques for re-examining projects with a view to reducing total project costs. Designed for Federal and contractor personnel from Senior Managers to Project Directors and their extended teams, the course includes an overview of VE/VM concepts, principles, and definitions, and the various legal and regulatory drivers that now mandate its application. It also focuses on building skills and understanding for applying VE/VM practices, tools and techniques to improve project and program cost and schedule results, especially Return on Investment (ROI).

This course also teaches skills for organizing a VM effort, structuring a job plan, and analyzing the functions of systems, equipment, facilities and supplies to achieve the lowest life-cycle costs while maintaining the essential values of safety, performance, reliability, and quality. The course applies modern practices in the field of Value Engineering and Value Management (VE/VM) that emphasize good communications and effective leadership of the people involved.

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

CHRIS Code: 001037/0020

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PMCDP is offering a desktop delivery of the course, Advanced Concepts in Project Management, April 2 – June 6, 2019 (every Tuesday and Thursday 1:00 – 3:00 pm ET). This course consists of 15 live webinar sessions via Adobe Connect. This course covers the concepts of project management at an advanced level of expertise, and expands upon best practices in project management from Federal agencies and the private sector. The course introduces a variety of advanced topics and includes a research project for participants to practice applying these concepts to DOE-specific projects. In addition, participants will make formal presentations as part of the course to practice communications skills that are needed to make persuasive well-founded arguments to multiple stakeholders on projects. Stakeholders may include senior management, Congress and the public.

The course focuses on the following topics:• Project Management Competencies;• Quality Management;• Technology Readiness Assessment;• Project Definition Rating; • Project Execution;• Financial Management; and• Lessons Learned.

You will earn 50 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: 001023/0044

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Strategy*




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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Environmental Laws and RegulationsPMCDP hosts on DOE’s Learning Nucleus 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 Learning Nucleus You 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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Earned Value Management Systems (24/7)

PMCDP hosts on DOE’s Learning Nucleus the Level 1 Required 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 Learning Nucleus You 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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PMCDP hosts on DOE’s Learning Nucleus the Level 1 Required 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 Learning Nucleus You 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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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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Scheduling

PMCDP hosts on DOE’s Learning Nucleus, 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 Learning Nucleus

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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PMCDP FY 2019 Training Schedule

Course Title/Instructor LengthCLPs Planned Delivery Timeframe Location/

Platform

Performance Based Management ContractingCHRIS Code: 001951/0028

3 Days24 CLPs March 12-14 Berkeley, CA

Lauren Martinez

Scope Management BaselineDevelopmentCHRIS Code: 001036/0030

3 Days24 CLPs March 12-14 Oak Ridge, TN

Peter Rivera

Managing Contract ChangesCHRIS Code: 002102/0073

4 Days32 CLPs April 2-5 Golden, CO

Lisa Weber

Value ManagementCHRIS Code: 001037/0020

3 Days24 CLPs April 2-4 Oak Ridge, TN

Peter Rivera

Advanced Concepts in Project ManagementCHRIS Code: 001023/0044

50 CLPs Tue/Thursdays 1-3pmApril 2-June 6 Adobe Connect

Executive CommunicationsCHRIS Code: 001031/0042

3 Days24 CLPs May 7-9 Oak Ridge, TN

Peter Rivera

Advanced EVMSCHRIS Code: 002689/0015

3 Days24 CLPs May 7-9 Aiken, SC

Leatrice Green

Advanced Risk ManagementCHRIS Code: 001042/0027

3.5 days28 CLPs May 14-17 Oak Ridge, TN

Peter Rivera

Planning for Safety in Project ManagementCHRIS Code: 001035/0062

28 CLPs Wednesdays 1-3pmMay 29-July 3 Adobe Connect


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PMCDP FY 2019 Training Schedule

Course Title/Instructor LengthCLPs Planned Delivery Timeframe Location/

Platform

Project Management Systems andPractices in DOECHRIS Code: 001024/0050

60 CLPs Tue/Thursdays 1-3pmJuly 16-September 3 Adobe Connect

Advanced EVMSCHRIS Code:

3 days24 CLPs July 16-18 Oak Ridge, TN

Peter Rivera

PM SimulationCHRIS Code:

5 days40 CLPs August 5-9 Oak Ridge, TN

Peter Rivera

Cost and Schedule EstimationCHRIS Code:

5 days40 CLPs September 9-13 Oak Ridge, TN

Peter Rivera


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On DOE’s Policies

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The Office of Project Management welcomes your comments on the Department’s policies related to DOE Order 413.3B. Please send citations of errors, omissions, ambiguities, and contradictions to [email protected]. Propose improvements to policies at https://hq.ideascale.com.

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If you have any questions about this schedule or your project’s specific input, please contact your respective PM analyst. If you have technical questions about PARS, such as how to reset your password, please contact the PARS Help Desk at [email protected]. And as always, PARS documentation, Frequently Asked Questions (FAQs) and other helpful information can be found at https://pars2oa.doe.gov/support/Shared%20Documents/Forms/AllItems.aspx

The current PARS reporting schedule is located in PM-MAX at the following link https://community.max.gov/x/m4lIY


https://pars2oa.doe.gov/support/Shared%20Documents/Forms/AllItems.aspx

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Have a question, found a bug or glitch in a PMCDP online course, or want to provide feedback on a PMCDP course you took through DOE’s Learning Nucleus? We have a mailbox for that! Submit your issues through [email protected]


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Can’t find the Word templates to prepare to apply for FPD certification? The Certification and Equivalency Guidelines (CEG) isn’t where you last found it and you are not sure where to look? Use the [email protected] mailbox


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Can’t put your finger on a document or information you were told is available on PM-MAX? Looking for the PMCDP Training Schedule and cannot find it? Looking for information on DOE Project Management? Submit your questions and queries to [email protected]. Check out these links below for information related to FPD Certification and the PMCDP Training

Direct Link Copy / PastePMCDP Training Schedule https://community.max.gov/x/BgZcQw

Interactive Curriculum Map https://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 and Equivalency Guidelines

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

Course Materials including video recordings of Desktop Deliveries

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


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

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

https://community.max.gov/x/uAd1Qw

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

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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, PMCDP Review Recommendations Lead, PMCDP Curriculum Manager, [email protected]

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

Susan Mason –PMCDP Project Life Cycle Planning Curriculum 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
