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(M2) Project
Contractor Assurance

​​​​​​Management System Owner: Chief Project Officer​

Revision and Date:​ Revision 1.4 - January 4, 2019

1.0            Purpose

The Fermilab Project Management System (PMS) exists to ensure consistent, successful performance on major DOE science and infrastructure projects.  The PMS applies to projects subject to the DOE O413.3(b) process and a graded approach of the PMS is applied to other large projects, whereby Laboratory management may implement tailored aspects of the PMS on projects that fall outside specified thresholds or requirements by DOE. The PMS consists of the roles and responsibilities, requirements, processes, tools, and information systems that enable successful management of projects throughout their life cycles, from approval of Mission Need through Project Closeout and Transition to Operations. When effectively implemented by qualified and experienced teams, the PMS guides project managers and supporting organizations in consistently delivering projects that achieve full technical performance within approved baseline budgets and schedules.  The PMS management control systems enable monitoring and correction of negative performance trends and preparation for project DOE Critical Decisions and periodic reviews.

The Laboratory oversight process for projects is described in CAS Management System M-3, Planning and Performance Management.

2.0            Roles and Responsibilities


Laboratory Director
  • ​Ensures coordinated Laboratory management support for project management and project support activities that contribute to successful project performance
  • Formally appoints project directors, project managers and deputy project managers
  • Commissions Director's project reviews
  • Appoints the Chief Project Officer

Performance Oversight Group (POG)
  • Provides forum for integrated project planning
  • Shares and transfers lessons learned and common experiences Project to Project and Project to Laboratory (resource) managers
Laboratory Chief Project Officer (CPO)
  • Ensures appropriate budget and support for OPSS

  • Provides assistance if needed to line and project managers to resolve issues that may threaten budgets, schedules or key performance requirements
  • Chairs Project Management Planning Board that recommends initial project leadership assignments to the Director and responds to institutional problems, as appropriate
  • Coordinates Laboratory three-year plan development including projects with the Office of Integrated Planning and Performance Management (IPPM) and Laboratory Line Managers
  • Determines aspects of PMS to be applied  to projects that are not subject to the DOE O413.3(b) process.
Laboratory Chief Financial Officer (CFO)
  • Provides project budget targets/funding profiles in coordination with OHEP as part of annual budget planning
  • Coordinates Laboratory three-year budget plan development including projects with the Office of Integrated Planning and Performance Management (IPPM) and Laboratory Line Managers
  • Establishes the processes that ensure that the annual budget authority for each project is recorded and maintained and the obligational limits of each fund type are respected.
  • Maintains accounting practices and systems used to provide actual cost data to projects

Project Managers/Directors
  • Apply PMS to all project planning, execution and closeout activities throughout the project life cycle toward delivering projects to the approved scope, cost, and schedule.
  • Report project progress and issues to the POG on a monthly basis.
  • Interact with IPPM and OPSS to ensure EVMS compliance and project readiness for DOE O413.3(b) process stage gates, i.e. CD-0 thru 4.
  • Ensure that all project and major subproject managers are trained in Fermi project management systems.
  • Chairs Project Management Group (PMG) for their respective projects
Head, Office of Project Support Services (OPSS)
  • Assists Project Managers with project initiation activities including establishing planning schedules and milestones, scheduling ESH&Q/NEPA activities (in conjunction with the ESH&Q organization), implementing scheduling, cost estimating, and risk management systems, developing project meeting timetables, and providing proven project management processes, tools, and templates
  • Provides subject matter expertise in the requirements of DOE Order 413.3(b) for project scheduling, cost estimate development, change control, and risk management systems and processes
  • Provides the coordinating and support resources for the scheduling, cost estimating, risk assessment, change control, and status reporting processes performed by projects
  • Develops and maintains methods, templates, training materials, and standardized approaches for the key project management processes and plans required to meet DOE 413.3(b) requirements and achieve the included Critical Decision milestones
  • Serves as Management System Owner (MSO) of the DOE-certified Fermilab Earned Value Management System (EVMS) and establishes the processes that ensure the EVMS certification will be maintained
  • Provides metrics such that each project can effectively assess its readiness to successfully complete the independent reviews conducted prior to each DOE Critical Decision review
  • Supports the Office of Integrated Planning and Performance Management
  • Supports Fermilab senior management in evaluating, assigning, selecting, and training of project team members and candidates
Head, Office of Integrated Planning and Performance Management (IPPM)
  • ​​​Convenes and runs the POG
  • Reviews and ensures acceptable performance trends on major projects
  • Leads assessments of project readiness for Director's and DOE reviews
Laboratory Line Managers
  • Provide the management, scientific, technical, and support resources necessary to direct, plan, estimate, and execute the lab's projects
  • Operate, maintain, update, and/or reconfigure the lab's facilities and experiment sites such that the authorized projects and experiments can be performed
Project Management Group (PMG)
  • Coordinates an individual project's planning and problem solving between the project team, collaboration, Laboratory, and other interfacing organization such as ES&HS, Quality Section, Facilities Engineering Services Section, Budget Office, and the Procurement Department.
  • Assesses performance metrics and initiates actions as needed.
Project Management Planning Board (PMPB)
  • Provides a forum for identifying continuous improvement opportunities in project management, support, and oversight at the Laboratory.
  • Ensures that actions that are needed to address problems that could affect the Laboratory and its support of projects are followed to completion.  Such actions can be identified in the PMPB itself or directed to the PMPB from the Project Oversight Group (POG), project reviews, Lab management, or other sources.​
  • Recommends leadership assignments for new projects


Projects typically involve participation of multiple organizations inside and outside of Fermilab and management systems outside of this PMS (CAS M2). Some example interfaces are listed in the table below:

​ID​Management System​Example Interfaces with Projects

DOE O413.3B for projects where applicable.

​M3​Planning & PerformanceStrategic Planning, Performance Management, and Enterprise Risk as they relate to projects.
​M4​ScienceProject management interactions with scientific collaborations
​M5​FinanceBudget planning, accounting system, labor rates, overhead charges
​M6​ProcurementProject procurement planning, staffing, training, and execution.Travel support.
​M7​ES&HES&H subject matter expertise for projects, 413.3b and internally required safety documentation, National Environmental Policy Act (NEPA)
​M8​QualityQuality management expertise for projects, 413.3b and internally required quality documentation, quality audits, issue tracking
​M9​EngineeringEngineering processes, cost/schedule estimating, conventions, design review plans
​M10​InformationCollaborative tools, document management
​M11​Stakeholder Relations & CommunicationsCommunication between Fermilab, DOE, the scientific community, and the public.
​M12​PartnershipsCooperative R&D agreements
​M13​SecuritySecurity plans, security related risks, 413.3b required security documentation
​M14​PropertyShipping material amongst project institutions, shipping regulations, compliance with space offset requirements, demolition approvals.
​M15​Human ResourcesR2A2s for project roles. Recruitment and retention, especially of critical skills.
​M16​LegalNon-disclosure agreements, cooperative agreements, procurement and construction legal issues.

3.0            Primary Requirements

M&O Contract

The Contractor shall:

    • C.3.1.2: strive to meet the highest standards of scientific quality and productivity, "on-time, on-budget, as promised" delivery of program deliverables, and first rate service to the research community through user facility operation.
    • C.3.2(a)(3): provide for effective and efficient stewardship of resources and capabilities, through expert planning, delivery, and risk management.

    • C.4(a): utilize appropriate technologies and management systems to improve cost efficiency and performance.
    • C.4(c)(5)(v): maintain a project management system to ensure project scope is completed within budget and schedule. The system shall include an earned value management system consistent with requirements under DOE Order 413.3

Other DOE orders, regulations, and statutes

    • DOE Order 413.3(b)        Program and Project Management for the Acquisition of Capital Assets
    • ANSI/EIA-748B               Earned Value Management Systems

FRA Contract Clause Mapping to Management Systems

4.0            Management System​​ Description Overview

The Fermilab Project Management System is maintained by the Head, Office of Project Support Services and overseen by the Chief Project Officer. The Project Management System key support processes are designed to meet the DOE requirements for major projects in DOE Order 413.3, Project Management Systems for the Acquisition of Capital Assets. Laboratory management may choose to implement tailored aspects of the PMS as good project management practice on projects that fall outside specified thresholds or requirements by DOE.

Consistent successful completion of science and infrastructure projects creates for the Laboratory a long-term reputation for excellence that instills confidence to sustain investments in future scientific capability.  To achieve this outcome, the lab has established four key support processes within the PMS:

4.1               Project Initiation, Preliminary P​​lanning and Development of the Conceptual Design

New projects emerge from the Lab Strategic Plan. Within the DOE O413.3(b) framework, projects are initiated with DOE approval of the project Mission Need Statement (Critical Decision-0).  Preliminary planning and conceptual design development extends from CD-0 through Approval of Cost Range and Schedule (CD-1.) Laboratory management identifies and assigns project team leadership and key staff to develop the Conceptual Design, the project organization, scope, and preliminary cost estimates, schedules, and management plans. Projects begin conducting PMG meetings and reporting status to the POG.  When ready as determined by a Lab director's independent review, the project is presented to DOE to confirm readiness for approval of the CDR and associated cost range and schedule (CD-1.)  Readiness to initiate procurements (including long-lead time material, if any) is verified prior to DOE approval of CD-3, Start Construction

4.2               Project Advanced ​​Planning and Development of the Project Performance Baseline

This process follows DOE approval of CD-1 and extends through Approval of the Project Baseline (CD-2.) Following CD-1, the design is technically advanced to permit more precise estimates of cost and schedule suitable to establishing the project performance baseline (Critical Decision-2.)  Project Management interacts with Lab Management, line management, IPPM, and collaborating institutions during the baseline development period to ensure that project assumptions regarding availability of personnel, facilities, and equipment required for execution of the project are valid.  The EVMS system is exercised using an internal project baseline such that EVMS is fully functional at CD-2.  An assessment by IPPM and OPSS and a Lab director's independent review confirm that the project is ready to proceed to a DOE CD-2 review for official baselining.

4.3               Project Procurement, Fab​​rication and Construction

This process includes Approval of Long-Lead Time Material (CD-3A), Start of Construction (CD-3/3B) and Project Closeout and Transition to Operations (CD-4.) Lab line organizations and collaborating institutions provide personnel, facility, and equipment resources required for project execution as defined in the baseline plan.  Construction and fabrication begin, procurement estimates are verified, bids are initiated and project performance against baseline is regularly assessed, reported and controlled through the FRA Earned Value Management System and other management systems, tools and reports. Performance versus plan and trends are also monitored by the POG, IPPM, and OPSS.  DOE holds periodic independent progress reviews  and recommendations are made to ensure that risks to project performance are identified and addressed and that project management is controlling performance within baselines. As construction concludes, the project/laboratory team work together to transition from construction funding, re-assign project staff as necessary, closeout project records, document lessons learned, and implement start-up operations. 

4.4               Develop, Maintain, and Deploy Supporting Processes, Systems Tools, Documents, and Project Controls Resources

The Office of Project Support Services is responsible for supporting projects in matters of project management practices such as EVMS, cost estimating, scheduling, project controls, and risk management.   OPSS develops and maintains projects controls practices, procedures, training, and templates for standard project plans and documents required by DOE and Fermilab. OPSS assists project teams in implementation of these practices and tailoring if necessary and appropriate. OPSS coordinates the sharing of project controls resources amongst the projects and supplies additional project controls resources as needed.  OPSS is responsible for taking the necessary steps to achieve and maintain the FRA Earned Value System (EVMS) certification with DOE and verifies that project managers implement this system effectively prior to CD-2. EVMS Compliance is further demonstrated through annual independent surveillances of the system on current laboratory projects. The Chief Project Officer, OPPS and IPPM collaborate to ensure acceptable project readiness is achieved before proceeding to Director's Reviews and prior to the final scheduling of each DOE CD review.


5.0            Reports, Audits, Assessments and Re​​quired Records

The effectiveness of the PMS is ultimately measured by the success of the projects themselves, which are assessed using EVMS and by reviews commissioned by the Fermilab Directorate and DOE.  The EVMS is assessed on an annual basis through surveillance reviews, which review EVMS implementation by reviewing its application on active projects.  IPPM reviews and assesses project performance trends and readiness reviews or projects to proceed through DOE stage gates (CD-0 thru 4).

6.0            Additional Re​​ferences

7.0            Definitions of Acronyms a​​nd Terms

Acronym Definition (Review and adjust to final version)
​CD-​DOE Critical Decision
EVMSEarned Value Management System
​IPPM​Office of Integrated Planning and Performance Management
MSOManagement System Owner
OHEPDOE Office of High Energy Physics
OPSSOffice of Project Support Services
PMGProject Management Group
PMPBProject Management Planning Board
PMSFermi Research Associates Project Management System
POGProject Oversight Group

8.0            Extension of Management System To South Dakota

This section formally captures the extension of this management system to Fermilab activities and roles at SURF. The Project  Management System applies identically to FRA-sponsored work in South Dakota as it does in Batavia and the same points of contact should be used.

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