”-
The
Deputy
Secretary
of
Energy
Washington,
DC
20585
March
3
1.
2003
MEMORANDUM FOR ROBERT
G.
CARD
UNDER
SECRETARY,
ENERGY,
SCIENCE
ANDE”MENT
LINTON BROOKS
ACTING
ADMINISTRATOR, NATIONAL NUCLEAR
SECURITY
ADMINISTRATION
JAMES
T. CAMPBELL
ACTING
DIRECTOR, OFFICE
OF
MANAGEMENT,
BUDGET
AND
EVALUATION/CFO
FROM:
SUBJJXT:
ACTION:
KYLE E.
MCSLARROW
fie
Project Management and the Project Management Manual
You
are hereby directed to implement the attached manual titled
“Project
Management for the Acquisition
of
Capital Assets”.
While
the
manual is available
for
immediate
use
and adoption, it
will become mandatory on October
1,2003.
Within
180
days of
this
date,
all
field elements shall have prepared
an
implementation plan for the manual and within
120
days of this
date all major field elements should have
been
briefed
on
the
manual by the PSOs, or their delegies,
in
concert with
the
OECM.
BACKGROUND:
This manual should be viewed
in
the context
of
our
broader
efforts to improve management at DOE consistent with the
President’s management agenda. While this manual only applies
to “capital asset projects” at
this
time, offices are encouraged
to
use the management principles contained in this manual, in a
broad context across their program activities.
A
primary role that DOE plays within the federal government
that
distinguishes us fiom many other agencies,
is
the delivery
of
large, complex projects.
As
shown
in
the table below,
this
role
and requirement
is
common
for
nearly all of
our
line
organizations. The effective
and
predictable delivery
of
large
projects must be, and perceived
to
be,
a
core organizational
competency for DOE and its employees
to
grow
and
prosper.
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