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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. ISM in the Life Cycle of Projects at SRS Summary. - PowerPoint PPT Presentation
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ISM at the Savannah River SiteDepartment of Energy Best Practices Workshop
Life Cycle of ProjectsRich Salizzoni, ManagerEngineering Standards
Washington Savannah River Company
September 12-13, 2006
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
2
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
D&D and Soil/Groundwater Project Management Described Separately
3
ISMS Project Implementation at SRS
DOE Order 413.3 and Associated Manual
WSRC Contract
S/RIDS
Site Procedures
Site Resource Materials
Project Execution Documents
4
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.
5
• 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 approaches
for ISM
ISM System Description
6
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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Note: Consistent with Project Management and Practices, Integrated Safety, Rev E Available on OECM Website
NOTE: Construction
Phase ISM handled
Via AHA process
Project Life Cycle ISM Wheel
8
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
10
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
11
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-BasedClassification
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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)S
peci
fic S
RS
Gui
danc
e di
scus
sed
late
r
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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
17
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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Clicking Here Displays theDesign Phase Project Activities andDocumentation Shown Below for theAnalyze Hazards ISMS Core Function
Example of How to Use theISMS Project Life Cycle Tool
Facility Environmental ReviewHazard Assessment DocumentEnvironmental Impact StatementPollution Prevention Design AssessmentPreliminary Documented Safety AnalysisFire Hazards AnalysisVulnerability AnalysisSite Characterization and SelectionNEPA DocumentationShielding AnalysisALARA ReviewTechnical ReviewUSQD
Clicking Here Displays a List of Relevant WSRC Manuals and Procedures That Implement This ISMS Core Function, e.g., - Facility Safety Document Manual - Consolidated Hazard Analysis Manual - Fire Protection Program Manual - Environmental Compliance Manual - Radiological Control Manual - Others 20
Additional Project Management Web Resources
21
Example Guide Documents for Effective Performance in Projects
22
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
23
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 D&D phases.
24
D&D and SGCPProject Management Expectations
Attachment ESRS Program/Project Management Manual/Procedure Hierarchy
Program/ProjectManagement
Systems Description6B Manual
E11 ManualConduct of Project Management and Control Manual
CapitalAssets
OperationsProjects
Line Items > $20MLine Items < $20MGeneral Plant ProjectsCapital Equipment
Category 1 OperationsCategory 2 Operations
Category 3 Operations
Special EvolutionsOutagesCampaign Start Ups
Category 4 Operations
Category 5 Operations
Category 6 Operations
Routine Operations
Deactivation
Site Overhead
D&D>$20M
D&D<$20M
Post OpsS&M
GPP
ER>$20M
ER<$20M
Program Management (PBS/Area Projects)FEB Review TeamsRelationship to other Manuals
Categorization ProcessProgram/Project Categorization Authority
Waivers/Exceptions
6B Manual,Procedure 1.4 “Standards for ‘Operational’ Projects
C2 Manual, Site DDProcedure 16.01&2 Project Management for D&D Projects
Manual: WSRC-C1SGCP Administrative Procedures
Manuals for D&D and SGCP tailored specifically for scope, hazards, controls, and work activities associated with these specialized tasks.
25
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 Institute’s partner (DNV) developing a new version of PMI’s 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
27
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.
28
Questions
• Rich Salizzoni [email protected] (803)952-7182
• Andrew Vincent [email protected] 803-952-7209
• Michael Shotton [email protected] 803-952-7232
• Clay Jones [email protected] 803-952-9727
• John Click [email protected] 803-952-9805
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