ISM at the Savannah River Site

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ISM at the Savannah River Site

• Department of Energy Best Practices Workshop
• Life Cycle of Projects
• Rich Salizzoni, Manager
• Engineering Standards
• Washington Savannah River Company
• September 12-13, 2006

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ISM in the Life Cycle of Projects atSRS Summary

• ISM Core Functions and Guiding Principles are the
  foundation for project activities at SRS
• Culturally engrained via clear leadership and
  expectations by WSRC and DOE
• Projects performed in accordance with DOE O 413.3
  andDOE M 413.3
• Fully integrated in governing procedures
• Procedures, supplemental guidance, and resource
  tools fully accessible via SRS WEB
• Feedback and Improvement practices

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ISM in Projects Presentation Approach
Broad overview of Key Programs, Practices, and
Tools that implement ISM Core Functions and
Guiding Principles for Projects at Savannah River
Site DD and Soil/Groundwater Project Management
Described Separately
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ISMS Project Implementation at SRS

• DOE Order 413.3 and Associated Manual
• WSRC Contract
• S/RIDS
• Site Procedures
• Site Resource Materials
• Project Execution Documents

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Objective of ISM in Projects
Promote the total safety concept throughout
design, construction and operations through to
closure thus providing an enhanced level of
safety for the workers, the public and the
environment over the entire operating life the
system, structure or component.
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ISM System Description

• WSRC-RP-94-1268, SRID for ISM System Description,
  describes overall ISM implementation approach at
  SRS
• Addresses Core Functions and Guiding Principles
• Includes Project implementation approachesfor
  ISM

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Strong Cultural Environment for ISM

• Strong management attention and focus on ISM
• Leadership establishes expectations
• Cultural expectation
• Clear and specific Roles, Responsibilities,
  Accountabilities, and Authorities (R2A2)
• Monitoring essential to effectiveness
• Feedback and improvement from monitoring and
  performance

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Project Life Cycle ISM Wheel
Note Consistent with Project Management and
Practices, Integrated Safety, Rev E Available on
OECM Website
NOTE Construction Phase ISM handled Via AHA
process
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Highlight Selected ISM Effectiveness Attributes
for Projects at SRS

• Project Life Cycle ISM expectations are
  procedurally driven
• Level based on project scope, complexity, and
  cost (e.g. tailoring procedurally defined)
• Being expanded to Operational Projects
  Applications
• Guidelines Available to support effective
  performance in complex areas
• Key Activities to Successful Execution (KASE)
• Design Input Guides
• Design Review Guides and determinations
• Risk and Opportunity analysis approaches
• Information tools also available (e.g., ISM in
  Projects Overview Briefings, HAZMAP, Disciplined
  Conduct of Project Expectations)
• Consistent Design Codes and Standards List
  Utilized
• Single Consolidated Hazards Analysis Process
• Facility Evaluation Board Project Reviews and
  external reviews support overall feedback and
  improvement effectiveness
• All resources available via SRS WEB

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Conduct of Engineering Modification Process

• Modifications driven by Conduct of Engineering
  Manual (E7), Modification Traveler Procedure
• Positive recognition of program by OA discussed
  in earlier presentation
• Modification Traveler procedure provides guidance
  on level of tailoring for project management
  expectations
• Low cost/low risk modifications use ISM
  philosophies but not to same procedural rigor as
  Projects
• Larger modifications with high cost and or
  technical/program risk follow enhanced project
  controls based on ISM principals
• i.e. tailoring philosophies are pre-defined for
  modifications based on complexity
• Focus discussion on Project Level Modifications
  via E7, Conduct of Engineering and E11, Conduct
  of Projects

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Modification Navigator Procedural Flowchart

• Helps Engineers determine type of modification
  controls to apply
• Software Modification
• Temporary Modification
• Small Modifications
• Projects

Fully Hyperlinked to lead to appropriate
procedural locations
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Determination of Project Management Controls
Procedures are established using ISM
philosophies-more complex the modification, the
more rigorous the control to ensure
acceptability Chief Engineer (or designee)
accountable for level or project/technical risk
specified and project controls invoked E11,
Conduct of Projects directs project activities
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E11 Conduct of Projects

• Project types managed under E11
• Line Item (LI)
• General Plant Project (GPP) over 4 Million
• GPP under 4 Million
• Capital Equipment (CE)
• Operations Project Category 1
• Operations Project Category 2

Risk-Based Classification
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Operations Project Category 1 and 2 Definitions

• Category 1
• Complex modification scope
• High project risk
• Relatively long duration (months to years)
• Requires an extensive amount of planning and
  coordination between multiple organizations to
  develop performance baselines and accomplish
  project objectives and goals
• Requires design and construction and involves
  multiple systems, which require a integrated
  start-up
• Typically requires an Operational Readiness
  Review to begin operations.
• Category 2
• Medium Complex to Complex
• Relatively long duration (months to years)
• May require a focused amount of planning and
  coordination between multiple organizations to
  develop performance baselines and accomplish
  project objectives and goals
• Requires design and construction and a system
  start-up
• May require a Management Self Assessment/Readiness
  Assessment

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E11 Procedures-ImplementDOE O 413.3 and M 413.3-1

• Project Management and Control System Description
• Project Authorization
• Project Planning
• Project Baseline Development
• Project Performance Analysis and Reporting
• Project Procurement
• Project Trend Program
• Project Assessment and Reviews
• Turnover Process
• Project Closeout
• Project Change Control
• Project Risk and Opportunity Analysis
• Project Studies
• Project Work Authorization

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Project Attributes by E11 Category (excerpt)
Specific SRS Guidance discussed later
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Key Activities for Successful Execution (KASE)

• Provides detailed activities as standard input to
  task plan development
• Utilized procedurally to ensure essential
  activities are accomplished per project
• Developed using strong feedback and improvement
  approach over several project lessons learned
  inputs
• Activities from pre-conceptual through project
  closure
• Approximately 200 activities and milestones
  includes description of the task and logic
  sequence

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System Engineering Manual Risk and Opportunity
Guidance

• Systems Engineering approach to risk
  identification and management
• Guidelines to develop
• Risk and Opportunity Management Plans
• Project Risks and Opportunities (technical,
  programmatic, etc)
• Handling Strategies
• Cost Contingencies using Monte Carlo
  calculational tools
• Documentation and tracking recommendations
• Simply ISM on project risk perspective

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E11 Procedure Supplemented with ISM Briefing
Packages

• Identifies task activities on ISM wheel per
  project phase
• Demonstrates linkage of project deliverables with
  ISM Core Functions
• Valuable training tool for project managers
• Linkage for each project phase described in 413.3
• Pre-conceptual
• Conceptual (example provided)
• Preliminary
• Final
• Transition to Operations
• Package available on project ISM Website (update
  in progress)

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Example of How to Use theISMS Project Life Cycle
Tool
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Additional Project Management Web Resources
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Example Guide Documents for Effective
Performance in Projects
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Codes and Standards

• Engineering Standards Program defines use of
  national consensus codes
• Ensures consistent use of codes and standards
• Implementation ofDOE O 420.1, Facility Safety

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SCD-11 Consolidated Hazards Analysis Process
(CHAP) and HAZMAP

• CHAP intended to provide structured approach to
  formally
• identify process hazards
• unmitigated frequencies and consequences of
  hazardous release events
• identification and functional classification of
  controls to prevent or mitigate the release
  events
• ultimately identifying the design basis accidents
  for the modification

• HAZMAP Tool Identifies and defines the
  characteristics of the various hazards analyses
  required at each stage of the life cycle of a
  facility from the conceptual, design and
  construction project, through the operational and
  finally, the DD phases.

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DD and SGCPProject Management Expectations
Manuals for DD and SGCP tailored specifically
for scope, hazards, controls, and work activities
associated with these specialized tasks.
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Assessments Evaluate SRS Practices

• Performance Analysis Process
• Facility Evaluation Board Project Review Team
• Established to ensure effectiveness in project
  management at SRS
• Independent assessment of following areas
• Project Ownership and Integration
• Project Management
• Project Controls
• Design and Engineering
• Construction
• Assist visits available
• Earned Value Management System Certification by
  Defense Contract Management Agency to
  ANS/EIA-748-A (11/05)
• Operational Project Management Maturity Model
  (OPM3) Assessment
• Performed by the Project Management Institutes
  partner (DNV) developing a new version of PMIs
  OPM3 Standard OPM3 Product Suite
• Positive effectiveness reported
• Written comment from one of the assessors I
  have not seen such an impressively mature
  organization as WSRC in terms of its ability to
  manage projects. I was also extremely impressed
  by the sensitive and intelligent way you have
  projectized your operations and are now
  tailoring your methods and procedures to adapt
  them to the operational environment.

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Upcoming Continuous Improvement Initiatives

• ISM in projects part of SRS Revitalization
  efforts along with
• Human Performance
• Feedback and Improvement
• Communications and Culture
• Work Planning and Control
• Briefing for on recent E11 changes with ISM focus
• Update processes, procedures, and training
  following DOE Standard 1189/DOE O 413.3 and
  associated manual revisions

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Conclusion
The Core Functions and Guiding Principles of ISM
are actively endorsed by SR Management (both DOE
and WSRC) and incorporated into the Site and
Project procedures, guidelines, and tool, thus
comprising both an active cultural and procedural
based system that ensures ISM is incorporated
into the entire project life cycle.
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Questions

• Rich Salizzoni
• richard.salizzoni_at_srs.gov
• [phone]
• Andrew Vincent
• andrew.vincent_at_srs.gov
• 803-952-7209
• Michael Shotton
• michael.shotton_at_srs.gov
• 803-952-7232
• Clay Jones
• clay.jones_at_srs.gov
• 803-952-9727
• John Click
• jonathan.click_at_srs.gov
• 803-952-9805

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