Management System Owner: Chief Project Officer
Revision and Date: Revision 1.4 - January 4, 2019
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.
Appoints the Chief Project Officer
Ensures appropriate budget and support for OPSS
Maintains accounting practices and systems used to provide actual cost data to 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:
DOE O413.3B for projects where applicable.
The Contractor shall:
C.3.2(a)(3): provide for
effective and efficient stewardship of resources and capabilities,
through expert planning, delivery, and risk management.
Other DOE orders, regulations, and statutes
FRA Contract Clause Mapping to Management Systems
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:
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
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.
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.
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.
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).
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