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Project Controls Professionals – The Fellowship Has Begun:

To expand our project controls capability and expertise DOE/NNSA-wide, the Certification Review Board (CRB) has established the DOE Project Controls Fellowship Program (PCFP). This Program is intended to identify and further develop a cadre of highly skilled employees (10-20 designated “Fellows”). Many of these candidates already have a vertical depth of competency in one or more project management disciplines (cost, schedule, risk, earned value, etc.) with a horizontal breadth of understanding in the various disciplines. We want to identify this cadre and make maximum use of their talents, to the benefit of DOE, complex-wide.

Effective management of DOE projects requires a rigorous and disciplined Federal project control’s capability comprised of individuals who have the expertise-- gained first-hand -- to integrate project controls and project management principles to provide leadership with the requisite accurate project performance information necessary to make informed decisions. We are looking for people who are experts in Earned Value Management Systems (EVMS) and/or Integrated Master Scheduling, and/or other advanced project control methods.

In the next few weeks a call for fellowship candidates will be announced. We have an incredibly talented pool of professionals, and I’m confident that the selection process will yield an excellent group of Fellows. We will look to this Fellowship to network and build off of each other to improve our DOE project control methods and procedures, to export best practices, and to enhance project control consistency of application, from one Program to another, from one site to another.

Sincerely,

Paul Bosco

Paul Bosco,Director of the

Office of Project Management Oversight and

Assessments (PM)

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EIR/IPR/PPR/ICE/ICR: What is the Focus? How are They Related?Matthew Z. West, DOE -PM-20

Department of Energy (DOE) policy and public law require a variety of reviews for projects over $10 million

in estimated total project cost (TPC). There are many types of reviews and names, be it an independent

cost review (ICR), an independent cost estimate (ICE), external independent review (EIR), an independent

project review (IPR), or a project peer review (PPR). The intent of these reviews is to provide senior leaders

as well as all stakeholders, including Congress, confidence that the project is exercising all due diligence

from initiation through planning and execution to produce realistic, high-quality cost, schedule and risk

estimates, and is utilizing project controls which support timely leadership decisions to drive on-time

project completion for an agreed upon price to safely satisfy a valid mission requirement.

Given the variety of reviews, it is important to understand how they relate to each other and their key

outcomes. At DOE, the IPR verifies the project's mission, organization, development, processes, technical

requirements, baselines, progress and/or readiness to proceed to the next successive phase. The PPR is

performed by peers, with subject matter expertise on similar projects and/or with similar technology, to

evaluate performance in the areas of technical, managerial, cost and scope, and other aspects of the

project, as appropriate. Both of these reviews are typically led by a program’s project management

support office or by, or with the support of, the Department of Energy’s Project Management Oversight

and Assessments Office (DOE-PM). These reviews, which are mandated by DOE O 413.3B, support critical

decision milestones as well as ensuring periodic external reviews, generally annually. Both require

independence by review members from the project and provide the Project Management Executive (PME)

with additional information and perspective for making informed decisions, as well as providing external

input to the federal project director (FPD) and integrated project team (IPT) to use to improve planning and

execution of the project.


Reviews are a Best Practice

Reviews apply to the Department of Energy to include the National Nuclear Security Administration

(NNSA) except where an exemption exists, such as for the Office of Science, or for specific information

technology projects. Even when exempt, the basic tenet of independent reviews is a best practice which a program should implement to improve the likelihood of project success.

Continued on next page…

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At DOE, the ICR, ICE, and EIR are reviews conducted by DOE-PM on projects over $100 million in estimated

total project cost in conjunction with a critical decision (CD) or as requested by the Project Management

Executive (PME). An ICR is an independent evaluation of a project's cost estimate that examines its quality

and accuracy, with an emphasis on specific cost, schedule and technical risks. It involves analysis of the

existing estimate's approach and assumptions. An ICE builds an external cost estimate based on the same

detailed technical and procurement information utilized by the project team, and is reconciled with the

project team’s estimate to improve the overall quality of the project cost estimate. For projects with a TPC

greater than $100M, the EIR is performed by personnel from DOE-PM, augmented by subject matter

experts as appropriate, to support validation of the performance baseline (PB) at CD-2 and

Construction/Execution Readiness at CD-3. In addition, EIRs are conducted for baseline change proposals

which change cost, schedule, or scope for a project beyond the approved PB. The EIR evaluates the

executability and constructability of a project while the ICE or ICR focus on the quality of the estimates in

terms of scope, cost, and schedule. An EIR goes beyond cost, schedule and risk to include, management,

acquisition, environmental, health, safety, quality assurance, project execution, safeguards, security,

commissioning, and transition to operations plans to provide confidence that the project can be executed

within cost and schedule and meet scope commitments that will ultimately fulfil the mission need.

Other reviews generally serve a specific purpose and are more in depth in one or more areas than an EIR,

IPR, or PPR. For example, an EIR covers many technical and management areas, while a TIPR takes a much

deeper look at the technology readiness of a project, and an ORR focuses on the startup or restart of a

facility, activity, or operation.

All of the reviews discussed are intended to provide decision makers with additional information and

perspective to make better informed decisions at each critical decision or project milestone. These reviews

assist the FPD and IPT in improving project planning and estimating as well as provide confidence to all

stakeholders that the best decisions are being made and costly rework or project delays will be kept at a

minimum.


Click here to learn about types of reviews

Continued on next page…

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At DOE, the ICR, ICE, and EIR are reviews conducted by DOE-PM on projects over $100 million in estimated

total project cost in conjunction with a critical decision (CD) or as requested by the Project Management

Executive (PME). An ICR is an independent evaluation of a project's cost estimate that examines its quality

and accuracy, with an emphasis on specific cost, schedule and technical risks. It involves analysis of the

existing estimate's approach and assumptions. An ICE builds an external cost estimate based on the same

detailed technical and procurement information utilized by the project team, and is reconciled with the

project team’s estimate to improve the overall quality of the project cost estimate. The EIR is performed

by personnel from DOE-PM, augmented by subject matter experts as appropriate, to support validation of

the performance baseline (PB) for projects with a TPC greater than $100M at CD-2 and

Construction/Execution Readiness at CD-3. In addition, EIRs are conducted for baseline change proposals

which change cost, schedule, or scope for a project beyond the approved PB. The EIR evaluates the

executability and constructability of a project while the ICE or ICR focus on the quality of the estimates in

terms of scope, cost, and schedule. An EIR goes beyond cost, schedule and risk to include, management,

acquisition, environmental, health, safety, quality assurance, project execution, safeguards, security,

commissioning, and transition to operations plans to provide confidence that the project can be executed

within cost and schedule and meet scope commitments that will ultimately fulfil the mission need.

Other reviews generally serve a specific purpose and are more in depth in one or more areas than an EIR,

IPR, or PPR. For example, an EIR covers many technical and management areas, while a TIPR takes a much

deeper look at the technology readiness of a project, and an ORR focuses on the startup or restart of a

facility, activity, or operation.

All of the reviews discussed are intended to provide decision makers with additional information and

perspective to make better informed decisions at each critical decision or project milestone. These reviews

assist the FPD and IPT in improving project planning and estimating as well as provide confidence to all

stakeholders that the best decisions are being made and costly rework or project delays will be kept at a

minimum.


Click here to learn about types of reviewsTypes of Reviews

The Department of Energy Order 413.3B, Program and Project Management for the Acquisition of Capital Assets, Change 2 dated May 12, 2016 lists all reviews required by critical decision or periodicity, based on estimated total project cost. It also identifies the responsible parties for organizing and carrying out each review.

• ICR - Independent Cost Review • ICE - Independent Cost Estimate • EIR - External Independent Review • IPR - Independent Project Review • PPR - Project Peer Review • TIPR - Technical Independent Project Review• MVIR - Mission Validation Independent Review • DR - Design Review (conceptual, preliminary, final)• TRA - Technology Readiness Assessment• QPR – Quarterly Project Reviews• MNS – Mission need statement Document Review• Earned Value Management System (EVMS) Certification and Surveillance

Review

Find more about the different reviews in the Acquisition and Project Management Glossary of Terms is the compilation of terms and acronyms related project management.

X

http://www.energy.gov/sites/prod/files/2014/10/f18/DOE APM Glossary of Terms Handbook_FINAL_Sep_30_2014.pdf

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PM EVM Roadside Assists Coming Your WayMelvin Frank, Office of Project Management Policy and Systems (PM-30)

Earned Value Management (EVM) Roadside Assist Visits (RSAVs) have been well received! At this point,

PM-30 has visited seven sites since January 2016 (Los Alamos, Oak Ridge/Y-12, Savannah River,

Portsmouth, West Valley, Carlsbad, and Richland/Office of River Protection). Attendees are encouraged by

the open dialogue, clear expectations and information provided by the team.

In September 2015, Office of Project Management Oversight and Assessments (PM), released Version 1.0

of the DOE Earned Value Management Systems Interpretation Handbook (EVMSIH)to assist in the

communication of compliance to the EIA-748 Guidelines. Version 2.0 is expected to be released before

the end of FY 2016.

PM-30 is conducting on-site visits to strategic sites using an EVM RSAV format, based on the well-received

PARS II and EVMS Road Shows from prior years. This Corrective Active Request free (CAR-free) approach is

used to assist contractors and gauge the contractor’s readiness to be successful in future EVMS reviews.

CAR-free means that the site does not have to formally follow up on findings that the EVMS team

identified.

The visit to each site is running one to five days depending on how many different contractors are at a site.

While some portions of the visit are conducted at the site level, the PM-30 team will meet with each

contractor team individually, including the Project Manager, Project Controls staff, and Control Account

Managers (CAMs), along with local DOE Project staff, to discuss specifics relating to a particular

contractor’s assessment results and questions.

The visits are prioritized based first on those contractors requiring EVMS certification, followed by those

contractors in post-certification ‘surveillance’ mode. The primary focus is on 413.3B applicable sites in EM

and NNSA. Additional contractors/sites will be accommodated by request.

If you have not been contacted by PM-30 to schedule this visit, please contact Mr. Melvin Frank (202-586-

5519) [email protected]); or Susan Wood (202-586-8410) [email protected]) of PM-30.


Click here to see upcoming visits

http://www.energy.gov/projectmanagement/downloads/earned-value-management-system-interpretation-handbook-evmsih

mailto:[email protected]


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PM EVM Roadside Assists Coming Your WayMelvin Frank, Office of Project Management Policy and Systems (PM-30)

Earned Value Management (EVM) Roadside Assist Visits (RSAVs) have been well received! At this point,

PM-30 has visited seven sites since January 2016 (Los Alamos, Oak Ridge/Y-12, Savannah River,

Portsmouth, West Valley, Carlsbad, and Richland/Office of River Protection). Attendees are encouraged by

the open dialogue, clear expectations and information provided by the team.

In September 2015, Office of Project Management Oversight and Assessments (PM), released Version 1.0

of the DOE Earned Value Management Systems Interpretation Handbook (EVMSIH)to assist in the

communication of compliance to the EIA-748 Guidelines. Version 2.0 is expected to be released before

the end of FY 2016.

PM-30 is conducting on-site visits to strategic sites using an EVM RSAV format, based on the well-received

PARS II and EVMS Road Shows from prior years. This is a CAR-free approach used to assist contractors and

gauge the contractor’s readiness to be successful in future EVMS reviews. The visit to each site is running

one to five days depending on how many different contractors are at a site. While some portions of the

visit are conducted at the site level, the PM-30 team will meet with each contractor team individually,

including the Project Manager, Project Controls staff, and Control Account Managers (CAMs), along with

local DOE Project staff, to discuss specifics relating to a particular contractor’s assessment results and

questions.

The visits are prioritized based first on those contractors requiring EVMS certification, followed by those

contractors in post-certification ‘surveillance’ mode. The primary focus is on 413.3B applicable sites in EM

and NNSA. Additional contractors/sites June be accommodated by request.

If you have not been contacted by PM-30 to schedule this visit, please contact Mr. Melvin Frank (202-586-

5519) [email protected]); or Susan Wood (202-586-8410) [email protected]) of PM-30.


Upcoming PM EVM Roadside Assist Visits

X

October 17

CNS/Pantex

October 19

SPRO/FPO

Coming Soon!

INL/BEA

Coming Soon!

LLNL/LLNS

Coming Soon!

NTS/NSTec

Coming Soon!

SNL/Sandia

http://www.energy.gov/projectmanagement/downloads/earned-value-management-system-interpretation-handbook-evmsih



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Announcing Project Controls Fellowship ProgramSig Ceaser, Professional Development Division

The Project Controls Fellowship Program (PCFP) will develop a cadre of expert practitioners within the DOE

complex who have a demonstrated understanding in one of the various project controls disciplines,

including Cost, Schedule, Risk, and Earned Value Management Systems (EVMS). The PCFP is developed to

ensure that organizations within the Department of Energy (DOE) and National Nuclear Security

Administration (NNSA) -- enterprise-wide -- have a consistent capability with regard to project controls

disciplines. The Fellows will share a commitment to the disciplines and therefore a shared competence that

distinguishes members from other project management professionals. In pursuing their interest in the

disciplines, members will advance to successive levels of the new DOE Project Controls certification,

engage in DOE site reviews, and export best practices to enhance project control consistency of application

in DOE. Through this sustained interaction, the Fellows will share resources, experiences, stories, tools, and

ways of approaching the project controls disciplines.

Interested professionals should send a request for additional program details to [email protected]



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I am applying for a Level I Federal Project Director (FPD) certification, and according to the experience requirements, I must demonstrate at least three years of experience in project management. Does this suggest that I must have a minimum of 36 months experience as a project manager?

1

I am working on my Level II FPD application and Competency 2.12.1 states I must demonstrate two years of experience as a Level I FPD (or equivalent). I have been responsible for managing several General Plant Projects (GPP) projects at my site, many of which exceed $5M. Is this experience acceptable for certification credit?

2

There are a lot of acronyms used in project management. (SMH) Is there a place where acronyms are decoded for project management?3



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1


2




Answer #1

Level I FPD certification applicants must demonstrate a minimum of three years of experience in project management-related roles, or possess a current Project Management Professional (PMP)® certification. This experience includes serving as a project director, or as a member of an integrated project team (IPT). Please note, however, the experience claimed must be direct support for a project, and not an operations activity. Some excluded positions include: program managers, property managers, health, safety and security (HSS) and financial positions. For more information, please see Competency 1.12.2 (pg. 4-14) of the PMCDP’s Certification and Equivalency Guidelines (CEG) on energy.gov’s Project Management Career Development page. The CEG is under IMPORTANT CAREER DEVELOPMENT RESOURCES in the lower right corner.

X

http://energy.gov/projectmanagement/project-management-career-development-program

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1


2




Answer #2

According to Section 3 – Functional Requirements – of the PMCDP’s CEG document, “GPP or similar small, routine infrastructure improvement projects may not be included in the total project cost (TPC) consideration.” (pg. 3-2) This provision extends to all certification competencies which require demonstrated FPD (or equivalent) experience managing projects of a certain cost threshold.

The PMCDP’s CEG document is found under IMPORTANT CAREER DEVELOPMENT RESOURCES in the lower right corner on energy.gov’s Project Management site.

X

http://energy.gov/projectmanagement/project-management-career-development-program

http://www.energy.gov/projectmanagement/office-project-management-oversight-assessments

http://energy.gov/

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1


2




Answer #3

You have good reason to be shaking your head. You can find guides, references, and documents related to project management on DOE’s energy.gov Project Management Oversight and Assessments site under the tab Directives & Documents.

The Acquisition and Project Management Glossary of Terms is the compilation of terms and acronyms related project management. http://www.energy.gov/sites/prod/files/2014/10/f18/DOE%20APM%20Glossary%20of%20Terms%20Handbook_FINAL_Sep_30_2014.pdf is a direct link to the glossary of terms.

X


http://www.energy.gov/sites/prod/files/2014/10/f18/DOE APM Glossary of Terms Handbook_FINAL_Sep_30_2014.pdf

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PMCDP FY 2017 Training StrategyRuby Giles, Professional Development Division

The PMCDP Training Strategy is built using data from past years classes and

direction from the PMCDP Certification Review Board. The total number of PMCDP

classes is consistent with the number of annual classes over the past three fiscal

years, including classes ordered directly by the sites. PMCDP will continue to

determine training needs based on input from our users. Priority is given to FPDs

seeking certification.

PMCDP classes are Working Capital Funded (WCF) offerings. Training costs are

covered; however, travel costs are the responsibility of your Program office.

All PMCDP classes are offered at least once each fiscal year. Several of the

courses - Project Management Essentials, Environmental Laws and Regulations,

and EVMS 24/7 - are available on demand through DOE's online Learning Center

(OLC). A new elective, Scheduling 24/7, will soon be available on demand through

the OLC.

The full training schedule will be available on energy.gov on the PMCDP page

found in the Office of Project Management Oversight and Assessments.


FY2017 TRAINING STRATEGY UNVEILED

Take a look at the strategy for

delivering PMCDP training for

the Fiscal Year 2017. Please

note that dates and locations for classroom deliveries will

be determined by working

with site training managers

and Program points-of-

contact (POCs) responsible

for project management

training.

The FY17 courses are being scheduled as follows:

• Q1 courses will include a number of desktop deliveries to accommodate continuing resolution, l imited available travel dollars in first quarter, and first quarter holiday season.

• Some courses will be available in FY17 both as classroom and as desktop deliveries this year. The desktop deliveries will expand the accessibility of these courses to more members of the workforce, including project team members.

• A number of courses will be delivered later in the fiscal year to allow sufficient time to update course materials to align with recent changes in DOE O 413.3B, Guide updates, and audit findings.

• The schedule will replace a number of commercial -off-the-shelf (COTS) courses with new DOE custom-built classes to better address the our workforce needs.

Contact Ruby Giles [email protected] with questions or if you would l ike to bring a particular course to your

site.


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Upcoming Training


Course Name

X days / XX CLPs

DateLocation

Online Training

Course Name

XX CLPs

DateLocation

Classroom Training

Step 1: Click on a button to view all training during

that timeframe

Step 2: Click on any course to learn more

FY 16 FY17 Q1 On DemandFull FY 2017

Training Strategy*

* To print the FY 2017 Training Strategy, print only pages 30-34 of this document

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Federal

Budgeting

Process in DOE

4 days / 32 CLPs

8/23 – 8/26Golden, CO

Performance

Based

Management

Contracting

3 days

24 CLPs

8/29 – 8/31Aiken, SC

Project

Management

Simulation

5 days

40 CLPs

8/30 – 9/1Richland, WA

FY 2016 Classroom Training


Training Strategy

Upcoming Training


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Federal

Budgeting

Process in DOE

4 days / 32 CLPs

8/23 – 8/26Golden, CO

Performance

Based

Management

Contracting

3 days

24 CLPs

8/29 – 8/31Aiken, SC

Project

Management

Simulation

5 days

40 CLPs




Training Strategy

Upcoming Training


Federal Budgeting Process in DOE

PMCDP is offering instructor-led deliveries of the 4-day course, Federal Budgeting Process in DOE, August 23-26, 2016 in Golden, CO.

This course is designed to provide DOE and NNSA program and project managers a working knowledge of Federal financial and managerial systems to accomplish their Department’s budgeting and accounting processes, including budget submissions, managing authorized funding and establishing success criteria. Participants apply the foundational skills required to successfully manage a project through its financial life cycle. These skills include: integrating projects, programs, and missions; resourcing and funding programs; validating and funding projects; effectively participating in the budget process; managing the flow of funds to programs and projects and effectively using financial accounting and reporting systems to attain program and project success.

You will earn 32 continuous learning points for this course. This is an elective course for the Level II PMCDP certification for Federal Project Directors and is available to all DOE employees.

Register in CHRISCHRIS Codes: 001034/0026

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Federal

Budgeting

Process in DOE

4 days / 32 CLPs

8/23 – 8/26Golden, CO

Performance

Based

Management

Contracting

3 days

24 CLPs

8/29 – 8/31Aiken, SC

Project

Management

Simulation

5 days

40 CLPs




Training Strategy

Upcoming Training


Performance-Based Management Contracting

PMCDP is offering an instructor-led delivery of the 3-day course, Performance-Based Management Contracting, August 29-31, 2016 in Aiken, SC.

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 I PMCDP certification for Federal Project Directors and is available to all DOE employees.


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Federal

Budgeting

Process in DOE

4 days / 32 CLPs

8/23 – 8/26Golden, CO

Performance

Based

Management

Contracting

3 days

24 CLPs

8/29 – 8/31Aiken, SC

Project

Management

Simulation

5 days

40 CLPs




Training Strategy

Upcoming Training


Project Management Simulation (Using FAI Equivalent FPM211)

PMCDP is offering an instructor-led delivery of the 3-day course, FPM211- Applied Project Management for the Federal Government (FAI equivalent to Project Management and Simulation) August 30 to September 1, 2016 in Richland, WA. This class is a substitute for the 5-day PM Simulation course.

This course provides the participant with the fundamental concepts of project management in the federal government, with an emphasis on application of tools and techniques to manage a federal acquisition project. This course will include information to satisfy mid-level requirements development and management processes, systems engineering, life cycle logistics, test and evaluation, and competencies and performance outcomes, as defined by the FAC-P/PM policy and competency model.

Discussions of the project life cycle phases will integrate the systems engineering process and related test and evaluation decisions made by the integrated project team (IPT). Expanding on the integrated approach, the course includes information on how to develop an Integrated Master Plan (IMP), and also consider the total cost of ownership and life cycle costs (LCC). Finally, the participants will reinforce the knowledge gained in this course and apply their skills to a series of exercises and case studies.Learning Objectives:

• Explain the IPT’s role in relation to acquisition within the project life cycle• Relate the systems engineering process to the technology acquisition process• Describe the Test and Evaluation team’s function, the Master Test Strategy, and the

V Model for testing• Discuss the process to develop an Integrated Master Plan (IMP)

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


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Cost and Schedule

Estimation and

Analysis

5 Days / 40 CLPs

10/31 – 11/4Lexington, KY PPO

Managing Contract

Changes

4 Days / 32 CLPs

October/November TBDLocation TBD

Capital Planning for

DOE O 413.3B

2 Days / 16 CLPs

11/29 – 11/30HQ Classroom Pilot

FY 2017 Quarter 1 Desktop Training

Planning for Safety in

Project Management

28 CLPs

9/29 – 11/3Adobe Connect

Negotiation Strategies

and Techniques

24 CLPs


FY 2017 Quarter 1 Classroom Training

Facilitating Conflict

Resolution

24 CLPs



Training Strategy

Upcoming Training


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Cost and Schedule

Estimation and

Analysis

5 Days / 40 CLPs


Managing Contract

Changes

4 Days / 32 CLPs



DOE O 413.3B

2 Days / 16 CLPs




Project Management

28 CLPs



and Techniques

24 CLPs




Resolution

24 CLPs



Training Strategy

Upcoming Training


Cost and Schedule Estimation and Analysis

PMCDP is offering an instructor-led delivery of the 5-day course, Cost and Schedule Estimation and Analysis, October 31-November 4, 2016 in Lexington, KY (PPO).

This course provides participants with a high-level overview of cost and schedule estimation techniques necessary for successful project management. Participants receive practical skills training on how to develop independent cost and schedule estimates and how such estimates factor into a project's baseline. The course teaches skills used across the project life cycle, but focuses on estimates developed in project planning and the early stages of project execution (preliminary design).Topics include:

• Identifying cost and schedule estimates;• Basic estimating methods;• Group analysis techniques;• Applying life-cycle costing techniques;• Validating estimates;• Determining critical path schedule for a project;• Crashing and fast-tracking methods; and • Relationship between budget authorization and budget outlay schedules, project

estimates, and the project funding profile.

You will earn 40 continuous learning points for this course. This is a core course for the Level 2 PMCDP certification for Federal Project Directors and is available to all DOE employees.

Register in CHRISCHRIS Code: 001044/0028

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Cost and Schedule

Estimation and

Analysis

5 Days / 40 CLPs


Managing Contract

Changes

4 Days / 32 CLPs



DOE O 413.3B

2 Days / 16 CLPs




Project Management

28 CLPs



and Techniques

24 CLPs




Resolution

24 CLPs



Training Strategy

Upcoming Training


Managing Contract Changes

PMCDP is offering an instructor-led delivery of the 4-day course, Managing Contract Changes, tentatively scheduled for October/November 2016.

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 Core course for the Level 1 PMCDP certification for Federal Project Directors and is available to all DOE employees.

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Cost and Schedule

Estimation and

Analysis

5 Days / 40 CLPs


Managing Contract

Changes

4 Days / 32 CLPs



DOE O 413.3B

2 Days / 16 CLPs




Project Management

28 CLPs



and Techniques

24 CLPs




Resolution

24 CLPs



Training Strategy

Upcoming Training


Capital Planning for DOE O 413.3B

PMCDP is offering an instructor-led delivery of the 2-day course, Capital Planning for DOE O 413.3B, scheduled for November 29-30, 2016 to be piloted in DC.

In this course, participants review capital planning questions they should ask when a non-information technology capital asset project is in each phase of the project’s acquisition. The course reviews the documents and reports from the budget formulation and acquisition planning processes that can be used to support the DOE’s budget submissions to the Office of Management and Budget (OMB). This course tracks the critical decision deliverables, reports, cyclical budget data, and narratives in the context of a structured capital planning process and the critical decision model for capital asset projects.

You will earn 16 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.

Register in CHRIS CHRIS Code: 002152/0011

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Cost and Schedule

Estimation and

Analysis

5 Days / 40 CLPs


Managing Contract

Changes

4 Days / 32 CLPs



DOE O 413.3B

2 Days / 16 CLPs




Project Management

28 CLPs



and Techniques

24 CLPs




Resolution

24 CLPs



Training Strategy

Upcoming Training


Planning for Safety in Project Management

PMCDP is offering a desktop delivery of the course, Planning for Safety in Project Management, starting September 29, 2016.

This course is designed to provide DOE Federal Project Directors with the knowledge needed to clearly define and carry out integrated safety management and quality management. Additionally, it provides participants with the necessary information to ensure that all DOE projects comply with DOE standards of safety. The main objective of this course is to prepare the participant to effectively apply safety management requirements throughout the project acquisition life cycle. Particular emphasis is given to the planning and design phases where application of a Failure Mode and Effects Analysis should identify potential hazards and mitigation strategies. Using a case study, this process examines nuclear, environmental, and worker safety issues in a representative project.

Webinars will be held Thursdays from 1:00 – 3:00 pm Eastern Standard Time• September 29: Session #1• October 6: Session #2• October 13: No live session• October 20: Session #3• October 27: Session #4• November 3: Exams due

You will earn 28 continuous learning points for this course. This is a core course for the Level 1 PMCDP certification for Federal Project Directors and is available to all DOE employees.


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Cost and Schedule

Estimation and

Analysis

5 Days / 40 CLPs


Managing Contract

Changes

4 Days / 32 CLPs



DOE O 413.3B

2 Days / 16 CLPs




Project Management

28 CLPs



and Techniques

24 CLPs




Resolution

24 CLPs



Training Strategy

Upcoming Training


Facilitating Conflict Resolution

PMCDP is offering a desktop delivery of the course, Facilitating Conflict Resolution, October 4 – November 1, 2016.

This course covers a variety of topics specific to resolving conflicts in the workplace. Areas discussed include: recognizing potential conflict situations and neutralizing them before they escalate; using problem-solving and decision-making techniques to meet the needs of everyone affected; negotiating "win-win" solutions for all parties involved; and minimizing or resolving conflict in groups and between employees using appropriate interpersonal strategies. Participants take the Thomas-Kilmann® conflict mode assessment instrument (TKI) to reveal their preferred style of managing conflict, and learn the advantages and disadvantages of different styles. The course includes a significant emphasis on the use of facilitation techniques within the conflict resolution process.

Webinars will be held every Tuesday from 11:00 am - 12:30 pm EDT. The webinar schedule is as follows:

• Webinar 1- October 4• Webinar 2- October 11• Webinar 3- October 18• Webinar 4- October 25• Webinar 5- November 1



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Cost and Schedule

Estimation and

Analysis

5 Days / 40 CLPs


Managing Contract

Changes

4 Days / 32 CLPs



DOE O 413.3B

2 Days / 16 CLPs




Project Management

28 CLPs



and Techniques

24 CLPs




Resolution

24 CLPs



Training Strategy

Upcoming Training


Negotiation Strategies and Techniques

PMCDP is offering a desktop delivery of the course, Negotiation Strategies and Techniques, November 8 - December 13, 2016.

In this course, participants learn about collaborative and competitive negotiations, negotiation strategy and planning, negotiations within and between teams, identifying key stakeholder interests in negotiations, determining best alternatives to negotiated agreements, and effectively communicating during negotiations. Through reading assignments from Harvard Law School’s prestigious Program on Negotiation and mini case studies customized for the Department of Energy, participants are introduced to methods to improve their performance in negotiating agreements. Participants then practice using learned strategies during the course.

Webinars will be held every Tuesday from 11:00 am - 12:30 pm EDT. The webinar schedule is as follows:

• Webinar 1- November 8• Webinar 2- November 15• Webinar 3- November 22• Webinar 4- November 29• Webinar 5- December 6• Webinar 6- December 13



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On-Demand Online Training*

Environmental Law s

and Regulations

24 CLPs

On-DemandOLC

Earned Value

Management Systems

(24/7)

24 CLPs

On-DemandOLC

Project Management

Essentials

50 CLPs

On-DemandOLC

*On-Demand courses are available at any time through DOE’s Online Learning Center (OLC).


Training Strategy

Upcoming Training


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Environmental Law s

and Regulations

24 CLPs

On-DemandOLC

Earned Value

Management Systems

(24/7)

24 CLPs

On-DemandOLC

Project Management

Essentials

50 CLPs

On-DemandOLC



Training Strategy

Upcoming Training


Environmental Laws and Regulations

PMCDP hosts on the Online Learning Center (OLC) a Level II Elective Course titled “Environmental Laws and Regulations.” This online course is intended to give Department of Energy employees 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 OLCYou 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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Environmental Law s

and Regulations

24 CLPs

On-DemandOLC

Earned Value

Management Systems

(24/7)

24 CLPs

On-DemandOLC

Project Management

Essentials

50 CLPs

On-DemandOLC



Training Strategy

Upcoming Training


Earned Value Management Systems (24/7)

PMCDP hosts on the Online Learning Center (OLC) the Level 1 Core Course titled “Earned Value Management Systems (24/7).” 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 OLCYou will earn 24 continuous learning points for this course. This is a core course for the Level I PMCDP certification for Federal Project Directors and is available to all DOE employees.

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Environmental Law s

and Regulations

24 CLPs

On-DemandOLC

Earned Value

Management Systems

(24/7)

24 CLPs

On-DemandOLC

Project Management

Essentials

50 CLPs

On-DemandOLC



Training Strategy

Upcoming Training


Project Management Essentials

PMCDP hosts on the Online Learning Center (OLC) the Level 1 Core 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 OLCYou 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 core 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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Environmental Law s

and Regulations

24 CLPs

On-DemandOLC

Earned Value

Management Systems

(24/7)

24 CLPs

On-DemandOLC

Project Management

Essentials

50 CLPs

On-DemandOLC



Training Strategy

Upcoming Training


Project Management Essentials

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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Back to the Newsletter

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DOE Project Management News │ August 2016Back to the Newsletter

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Procedural Change for Submitting FPD packagesLinda Ott, Professional Development Division

The Certification Review Board (CRB) approved a procedural change for submitting FPD packages.

Specifically, a step in the process has been modified.

Step 4 in the process has been modified to have FPD packages include a checklist that is signed off by the

Program submitted through the [email protected].

Process for submitting an FPD package:

1. PSO requests to have PMCDP tab established for candidate.

2. FPD candidate completes documentation of competencies and project management experience in

ESS PMCDP application.

3. First line manager (FLM) reviews and approves package and signs the checklist.

4. PSO reviews and approves certification package and completes checklist found under the PMCDP

tab to accompany the package when submitted to CRB Secretariat mailbox. PSO Point of Contact

submits the FPD package and checklist to [email protected]

5. PMCDP office reviews package prior to the request to have package sent to independent review.

6. Package sent to independent reviewer(s).

7. Any reclames or anomalies are addressed throughout steps 3-6.

8. If required, PMCDP

• Assigns a PM analyst to conduct reference checks

• Sets up date and time for Board to interview candidate

9. CRB makes determination on the candidate.




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FAC-CORContracting Officer’s

Representative

Congratulations to all newly certified members!

FPDFederal Project Director

The following certifications were issued in July.

Recently Certified


Click on each certification to view

recipients

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Representative




Recently Certified



recipients

Federal Project Directors

SC• James Barnard- Level I

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Representative




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recipients

Federal Acquisition Certification in Contracting Officer’s Representative

Energy Efficiency & Renewable Energy• Brandi Cole Eng-Rohrbach- Level II• David St. Jean- Level I

HQ Procurement Services• David Andrew Gray- Level II• Emily Stanton- Level I

National Energy Technology Laboratory• William Buchko- Level II• John Adam Clark- Level II• John Fredrick Moore- Level II• Ray Marcellus Boswell- Level I• John Duda- Level I• Timothy C Grant- Level I

National Nuclear Security Administration• Shekita Robinson- Level III

Oak Ridge Office• Jorge A Ferrer- Level II

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Representative




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recipients

Federal Acquisition Certification in Contracting Officer’s Representative

Office of Science, Integrated Support Center- Chicago Office

• Carl Hebron- Level I

Western Area Power Administration• Abel Jonathon Betancourt- Level I• Robert Toenjes- Level I

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Powerpedia and Past Editions

Learn more about Project Management and the PMCDP on energy.gov.

Find Project Management information at


For the Project Management Career Development Program (PMCDP)

http://www.energy.gov/projectmanagement/project-management-career-development-program

Register NOW for PMCDP training in CHRIS.

Interested in past editions of the newsletter? Newsletters dating from January 2011 to present are on

Powerpedia.

https://powerpedia.energy.gov/wiki/Acquisition_and_Project_Management_Newsletters



http://www.energy.gov/projectmanagement/project-management-career-development-program

mis.doe.gov/ess

https://powerpedia.energy.gov/wiki/Acquisition_and_Project_Management_Newsletters

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How to Direct Your Questions or Comments

For specific information, please contact a Professional Development Division team member:

Professional Development Team in the Office of Project Management Oversight and Assessments (PM)

Linda Ott — Division Chief for Professional Development, PMCDP Program Manager, PM Newsletter

Editor, [email protected], 202-287-5310

Sigmond Ceaser — Alternate Delivery Platforms, Course Audit Program, PCFP Lead, FPD Certifications

Manager, [email protected]

Ruby Giles — PMCDP Budget Manager, PMCDP Training Coordinator and Training Delivery Manager,

[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.



