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External Independent Reviews

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2006. Project. Management. Workshop. External Independent Reviews. Catherine Santana ... Add Value to the Department, Programs and Projects ... – PowerPoint PPT presentation

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Title: External Independent Reviews


1
External Independent Reviews
  • Catherine Santana
  • November 14, 2006

2
Improving the EIR Process
  • EIRs Should Not be One Size Fits All
  • Develop Risk Based EIR Plans
  • Match Team Expertise to Review Requirements
  • Increase Review Team Resources
  • Strive to Shorten Review Period
  • Develop Consistent Processes and Criteria

3
Goals
  • Add Value to the Department, Programs and
    Projects
  • Help to Improve Projects Success in Executing to
    the Established Baseline
  • Increase EIR and Project Credibility
  • Reduce EIR Costs
  • Work Collaboratively

While Remaining Objective and Independent
4
One Size Fits All
  • Same Level of Effort and Same Costs, Regardless
    of Complexity and Scope of Project
  • Tailoring Considerations
  • Project Risk and Complexity
  • Project Tailoring Strategy
  • Breadth and Depth of the Review
  • Lines of Inquiry
  • Paper Review/Site Review

Just as you Tailor the Project so Shall we Tailor
the Review
5
Consistent Results
  • Quality
  • Report
  • Findings and Recommendations
  • Interpretation of DOE O 413.3A and DOE M 413.3-1
  • Level of Program/Project Knowledge
  • Collaborative Approach

6
Next Steps
  • Revamp the EIR Process
  • Conduct Facilitated Process Reviews
  • Capture Lessons Learned
  • Evaluate Existing Contract
  • Develop Contractor Performance Measures
  • Develop EIR Statistics
  • Costs
  • Time to Validate
  • Baseline Cost and Schedule Impacts
  • Common Findings/Recommendations

7
What Have We Learned?
  • Major Findings and Other Findings are Often
    Significant
  • Baselines Cannot be Validated with the Initial
    Review
  • Corrective Action Plans are Often Almost
    Always Required
  • Satisfactorily Resolving Findings Extends the EIR
    Timeline

8
Common Findings
  • Funding Profiles do not Support the Project
    Baselines
  • Cost and Schedule Contingencies are Under
    Estimated
  • Critical Paths are Often Obscured by Level of
    Effort Activities
  • Risk Management Plans are Deficient
  • Assumptions are Invalid or Too Optimistic
  • Management Reserve is not Defined or Included

Often Identify Inadequate Project Management
Infrastructures Necessary to Execute the Baseline
9
Risk Management Plans
  • Many common risk events that are normally
    associated with projects are not included in
    the risk management plan
  • The risk register does not indicate the
    probability and consequence rankings for each
    risk
  • Mitigation strategies are not specifically shown
    as discrete activities in the project schedule
  • The risk/contingency analysis is not risk based
  • Lack of quantitative contingency analysisto
    address the occurrence of risk events.

10
Impact Can Be Significant
Incomplete Risk Management Plans
Faulty Assumptions
Inadequate Management Reserve and Contingency
Under Estimated Baselines
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