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

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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

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ISMS Project Implementation at SRS

DOE Order 413.3 and Associated Manual

WSRC Contract

S/RIDS

Site Procedures

Site Resource Materials

Project Execution Documents

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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.

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• 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

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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

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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

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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

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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

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RS

Gui

danc

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scus

sed

late

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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

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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

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Example Guide Documents for Effective Performance in Projects

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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

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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.

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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.

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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

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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.

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Questions

• Rich Salizzoni ­ richard.salizzoni@srs.gov­ (803)952-7182

• Andrew Vincent­ andrew.vincent@srs.gov ­ 803-952-7209

• Michael Shotton­ michael.shotton@srs.gov ­ 803-952-7232

• Clay Jones­ clay.jones@srs.gov ­ 803-952-9727

• John Click­ jonathan.click@srs.gov ­ 803-952-9805

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