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Search indexed NASA NTRS and DOE OSTI research on propulsion, heat transfer, battery materials and energy systems. Follow report and document links to the original sources.

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DOE OSTI2022

Earned Value Management Systems for Operations Activities

An earned value management system (EVMS), which monitors contractor performance, is a requirement for program and project management for all major acquisitions by the United States Federal Government with development effort: (i.e., an asset requiring management attention because of its importance to an agency’s mission; high development, operating, or maintenance costs; high risk and/or high return). As an area less explored in earned value management (EVM) practices, this paper will survey the application of an EVMS for operations activities defined as: (1) Non-capital asset activities that are projects (or project - like) with definable start and end dates, with discrete scopes of work, and measurable accomplishments; as well as (2) Routine or recurring facility or environmental operations. This paper will examine the use of an EVMS to evaluate performance of operations and maintenance activities required once construction of a capital asset is complete and being used as intended. Such activities include upgrades and maintenance in order for capital assets to meet their mission function over a life-cycle (through repair, replacement, etc.). This paper will provide background on this topic from the perspective of the Department of Energy (DOE) Environmental Management (EM) Program. In addition, it will provide material from a panel discussion provided by a group of experts from the October 2019 Office of Environmental Management Project Management Workshop, as well as material from subsequent research on this topic.

97 MATHEMATICS AND COMPUTING↗
DOE OSTI2022

Forward-Looking State-of-the-Art Review on Earned Value Management Systems: The Disconnect between Academia and Industry

Earned value management (EVM) is a project management approach that can enhance the probability of project success. It is applied widely across different industry sectors (e.g., energy, aerospace, construction, defense, and manufacturing), generally through the use of an earned value management system (EVMS). A holistic and up-to-date literature review on EVM and EVMS does not exist. A literature review can provide a comprehensive perspective on the topic, identifying and summarizing the existing body of knowledge, as a foundation to advance the state of practice of EVM/EVMS. Therefore, the objective of this paper is to investigate the EVM/EVMS state of the art by critically reviewing academic and industry publications, with a specific focus on the maturity of EVMS and the environment surrounding its implementation. By performing a systematic literature review, the authors identified 600 publications since the inception of the EVM concept in 1962, and then narrowed down this list to 160 relevant publications from the last decade for closer review. The findings include the discovery of eight emergent themes. Of these themes, “forecasting/prediction” constitutes the largest portion of the recent literature, followed by “application of EVMS.” One interesting finding is that EVMS maturity, although being a critical topic, is only discussed in one publication. Publications focused on EVM/EVMS have increased in the last decade and significant differences were found between academia and industry literature in terms of the limitations and extensions of EVM/EVMS, EVMS environment, and compliance. A key finding is that designing a reliable EVMS should combine both technical and social aspects of implementation. This forward-looking paper provides a state-of-the-art review while highlighting gaps in the existing EVM/EVMS body of knowledge and introducing new perspectives to support EVMS research and application.

42 ENGINEERING↗
DOE OSTI2013

World Record Earned Value Management System Certification for Cleanup of the East Tennessee Technology Park, Oak Ridge, Tennessee, USA - 13181

On projects that require Earned Value Management (EVMS) Certification, it is critical to quickly prepare for and then successfully obtain certification. This is especially true for government contracts. Projects that do poorly during the review are subject to financial penalties to their company and they lose creditability with their customer creating problems with the project at the outset. At East Tennessee Technology Park (ETTP), we began preparing for Department of Energy (DOE) certification early during proposal development. Once the contract was awarded, while still in transition phase from the previous contractor to our new company, we immediately began reviewing the project controls systems that were in place on the project and determined if any replacements needed to be made immediately. The ETTP contract required the scheduling software to be upgraded to Primavera P6 and we determined that no other software changes would be done prior to certification. Next, preparation of the Project Controls System Description (PCSD) and associated procedures began using corporate standards as related to the project controls systems. During the transition phase, development was started on the Performance Measurement Baseline which is the resource loaded schedule used to measure our performance on the project and which is critical to good Earned Value Management of the project. Early on, and throughout the baseline review, there was positive feedback from the Department of Energy that the quality of the new baseline was good. Having this superior baseline also contributed to our success in EVMS certification. The combined companies of URS and CH2M Hill had recent experience with certifications at other Department of Energy sites and we were able to capitalize on that knowledge and experience. Generic PCSD and procedures consistent with our co-operations approach to Earned Value Management were available to us and were easily tailorable to the specifics of our contract and site. We also had corporate EVMS experts available to us so as to draw upon their recent certification experiences with lessons learned. This knowledge was especially helpful for training of personnel that were involved in the certification which included Project Controls, Project Management and Control Account Managers. We were also able to bring in these corporate experts to assist with our training efforts. To assure our readiness for the review, we conducted a 'White Hat' review. The 'White Hat' team consisted of corporate experts in EVMS along with an industry expert in EVMS from Humphrey and Associates. This review identified early any weaknesses that we had so corrections could be enacted prior to the EVMS Certification Readiness Review. It also helped give the evaluators confidence that we had done proper due diligence prior to their arrival. Also critical to our success, was early communication with our evaluators. It is important to start the communications early to ensure you understand the expectations of the certification team and the process that will be used during the certification. Communication through the entire process is critical to understand expectations and issues along the way. Very important to the overall process was management commitment, support and reinforcement. Management made sure that all personnel involved knew the importance and made preparations a priority. This was noted as a key strength by the evaluators during the out-brief. As a result of our preparation, our review yielded one Corrective Action Report (CAR) and two Continuous Improvement Opportunities (CIOs). The Certification team in their out-brief explained that this was the lowest number of CARs and CIOs in the history of EVMS certifications in the DOE Complex. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2023

Novel Earned Value Management System Maturity Framework and Its Relation to Project Performance

Earned value management systems (EVMS) are used by industry practitioners to successfully manage projects and programs; however, there has been no past study to characterize and evaluate the impact of EVMS maturity on project performance. This paper introduces a novel framework, developed to measure the EVMS maturity, composed of 56 attributes arrayed across ten subprocesses, which together make up an integrated project/program management system. This paper describes how the framework was conceived and developed, based on literature review and data collected from industry workshops. Then, it examines the relationship between EVMS maturity and ten project performance metrics through statistical analyses. The study analyzed project data from 35 projects and programs worth over $21.8 billion in total cost. For this sample, results showed statistically significant differences between projects with high and low EVMS maturity; on average, projects exhibiting high EVMS maturity have 54% less cost overruns and 19% less change orders versus their performance measurement baseline. Higher maturity projects and programs also achieve better customer satisfaction, meet business objectives more often, and are more often in compliance with EVMS standards and guidelines. This paper contributes to the body of knowledge by providing a practical and novel framework for assessing the maturity of earned value management systems. Practitioners can use the framework to improve their integrated project and program management.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2024

An Effective Earned Value Management System (EVMS) is a Team Sport

We present a novel framework to assess 27 earned value management system (EVMS) environment factors and investigate their impact on project performance. A study of the EVMS literature, a survey of practitioners, and focus group meetings with 36 EVMS industry and government experts, supported the development of the framework. Focus groups involving 80 practitioners refined and tested it. We analyzed performance data from 35 completed projects/programs representing over US$21.8 billion in total cost; a project demonstrating a positive environment could save up to 25% in cost versus baseline. Practitioners can develop an effective EVMS environment by following the provided guidance.

Aramali, Vartenie↗
DOE OSTI2017

Measurement of Nuclear Power Plant Construction Performance Using EVMS Model

The Earned Value Management System (EVMS) method integrates three critical elements of project management: scope, cost and time management. It requires the periodic monitoring of actual expenditures and physical scope accomplishments and allows calculation of cost and schedule variances along with performance indices. It allows forecasting of project cost and schedule at completion and highlights the possible need for corrective action. Application of earned value management techniques is scalable to individual projects as determined by their size and complexity. Effective management of quality, cost, and time is the utmost objective for any type of construction project. An EVMS model provides an advanced systematic method of controlling these three performance measures in an integrated way. However, the additional management effort required to develop and maintain an effective Work Breakdown Structure (WBS) has been highlighted as a major barrier to application of this concept. This paper examines the influencing attributes that would facilitate effective EVMS implementation including a restructuring of the WBS for nuclear power plant construction.

22 GENERAL STUDIES OF NUCLEAR REACTORS↗
DOE OSTI2020

Use of Historical EM Practices and Policies for Management of Cleanup Program and Address GAO Concerns - 20222

As Department of Energy (DOE) Environmental Management (EM) program policies and management practices are revised over time, it might be useful to periodically reflect on the DOE EM program's past to identify practices that have worked and those that might be appropriate for possible reuse in the future. An added impetus to examine alternative approaches is the recent Government Accountability Office (GAO) report entitled 'Nuclear Waste Cleanup - DOE Could Improve Program and Project Management by Better Classifying Work and Following Leading Practices.' The February 2019 GAO report states that EM categorizes most of its work in a way that does not adequately involve independent experts and DOE senior leadership. It also noted that EM has not followed leading practices for program and project management that could help keep the cleanup efforts on schedule and control costs. The GAO report recommended that EM, working with DOE Office of Project Management (PM): - Establish requirements and then assess EM's ongoing operations activities to determine if some activities should be reclassified as capital asset projects based on these newly established requirements. - Review and revise EM's 2017 cleanup policy to include program management leading practices related to scope, cost, schedule performance, and independent reviews. - Update the cleanup policy to require that earned value management (EVM) systems be maintained and used in a way that follows EVM best practices. - Develop a policy to ensure that work is categorized as level of effort (LOE) only in appropriate, specified circumstances, such as when work is not measurable or when measurement is impractical. - Integrate EVM data into EM's performance metrics for operations activities. To assist with improving program performance and implementing audit recommendations, this paper reviewed past successful cleanups such as Weldon Springs, Rocky Flats, Fernald, Ashtabula, Battelle Columbus (abs, and other historical resources and people with experience during the early years of EM program. As such, there are several past practices which may well be suited for reuse today. Some of these practices include: - In 1990's, as the DOE EM cleanup program, known as Environmental Restoration came into effect, the known cleanup scope at each geographic location or site was organized into four levels ranging from overall site-wide cleanup effort to the individual 'release sites', providing high granularity to the program. - The cleanup program was organized by geography (Northwest, Southwest, Eastern Area Programs, etc.). These 'sub-program' managers provided a degree of Headquarters oversight and management allowing upper management (EM-1, 2, and 3) to focus on major decisions and issues. - Budget levels at selected cleanup sites were funded above 'minimum-safety' levels to accelerate actual cleanup work. - Past practice utilized EVM techniques and uniform EM oversight over all discrete project-like activities, providing for a coordinated cleanup effort. - EM managed LOE activities using benchmarking and best in class management practice techniques to help manage costs. - EM managed and reviewed entire site cleanup baselines, not only individual projects, focusing on a successful overall outcome. - Sites had a 'Road map' or 'Management Action Plan' that provided the overall strategy or plan for that site's cleanup - this helped with understanding and coordination of efforts. - EM had a robust lessons-learned program and database to capture and transmit worthy ideas. - EM had well-structured cleanup baseline change control policies to control cost and schedule changes, at the contractor and higher Headquarters levels. Finally, some of the GAO observations may be valid, however it is not clear as to their extent. For example, for some operation types of work, the use of the Level of Effort (LOE) earned value method to track progress may be appropriate. Also, to ensure independence of thought, and to obtain useful insight on past practices, it may be suitable to have former EM employees to assist with understanding past practices or to verify that activities have been properly identified. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2020

Decommissioning of the V1 Nuclear Power Plant Jaslovske Bohunice - 20270

The paper focuses on introducing the approach and method applied for decommissioning of the V1 nuclear power plant (further the 'V1 NPP') located in Jaslovske Bohunice in the Slovak Republic, to the conference participants. The Paper outlines activities and steps necessary to comply with the requirements contained in the decision of the Slovak government from 1999 regarding the early shutdown of the V1 NPP. The company responsible for the V1 NPP decommissioning is Jadrova a vyradovacia spolocnost, a.s., (further JAVYS) with the State as a sole shareholder. On the basis of the V1 NPP Decommissioning Conceptual Plan, out of four assessed options, JAVYS selected the immediate decommissioning option (the 'IDO') for the V1 NPP. On the basis of multi-criteria analysis, the IDO specified the approach of immediate and continuous dismantling of equipment followed by demolition of buildings and preparation of the site for its further potential use. The IDO also included the summary of technical, environmental, legislative information as well as the determination of assumed costs for decommissioning of the V1 NPP. Prior to commencement of the V1 NPP decommissioning, within the process of termination of operation, activities connected with de-fuelling, monitoring, processing of historical waste and, not to forget, the process of obtaining the license for the V1 NPP decommissioning were executed. JAVYS decided to divide the decommissioning process into two stages. In 2011, JAVYS obtained a license for the first stage of the V1 NPP decommissioning. Within this stage, dismantling of inactive equipment, demolitions of inactive buildings, monitoring of systems and preparatory works for the upcoming stage of decommissioning were implemented. In 2015, in line with the license for the 2. stage of the V1 NPP decommissioning, the activities of decontamination and dismantling of contaminated and active equipment as well as demolitions of remaining buildings began. In this stage radioactive waste (RAW) produced during the decommissioning is to be processed. After decontamination, the material fulfilling the free release criteria is to be released into the environment, the site is to be cleared from the scope of the Atomic Act and released from the surveillance of the national regulators. Future application of certain methods and techniques for decontamination and dismantling in similar environments might bring an added value to the operators. Paper includes a description of best practices for Nuclear Power Plant VVER type reactors decommissioning. Schedule comparison is given to show how the critical path of certain projects is being managed. Application of the International Standard for Decommissioning Costing (ISDC) methodology provides a uniform method which enables comparison of cost estimates to other nuclear facilities under decommissioning. The cost estimate for the V1 NPP decommissioning has been continuously updated based on more advanced and detailed information on the decommissioning activities and projects. Monitoring of progress of the V1 NPP decommissioning is performed via four key-performance indicators. The Earned Value Management (EVM) methodology is used for evaluating time and cost aspect of decommissioning activities while waste conditioning index is calculated by comparing the actually produced waste to planned values of waste for a respective monitored period. Radiological safety index is assessed by comparison of the personnel records on the individual yearly doses received by each respective employee to the boundary value. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2021

Tailoring EVMS Tools for Projects under $50M

The Earned Value Management System (EVMS) Tailoring Guide for Projects Under $\$$50M is designed for U.S. Department of Energy (DOE) cost-reimbursed projects less than $50M where full EVMS is not required per DOE Order 413.3B but is applicable to all projects below a mandated compliant EVMS requirement. The guide provides an inventory of tools and rules typically used as part of a fully compliant EVMS. The ranking employed in this guide identifies key foundational tools, as well as identifying opportunities for tailoring based upon project size or risk. The goal is to provide guidance for companies to establish enterprise level tools that provide meaningful performance data as efficiently as possible.

99 GENERAL AND MISCELLANEOUS↗
DOE OSTI2013

Environmental Cleanup of the East Tennessee Technology Park Year One - Execution with Certainty SM - 13120

On August 1, 2011, URS - CH2M Oak Ridge LLC (UCOR) began its five-year, $1.4 billion cleanup of the East Tennessee Technology Park (ETTP), located on the U.S. Department of Energy's (DOE) Oak Ridge Reservation in Tennessee. UCOR will close out cleanup operations that began in 1998 under a previous contract. When the Contract Base scope of work [1] is completed in 2016, the K-25 gaseous diffusion building will have been demolished and all waste dispositioned, demolition will have started on the K-27 gaseous diffusion building, all contact-handled and remote-handled transuranic waste in inventory (approximately 500 cubic meters) will have been transferred to the Transuranic Waste Processing Center, previously designated 'No-Path-To-Disposition Waste' will have been dispositioned to the extent possible, and UCOR will have managed DOE Office of Environmental Management (EM)- owned facilities at ETTP, Oak Ridge National Laboratory (ORNL), and the Y-12 National Security Complex in a safe and cost-effective manner. Since assuming its responsibilities as the ETTP cleanup contractor, UCOR has completed its life-cycle Performance Measurement Baseline; received its Earned Value Management System (EVMS) certification; advanced the deactivation and demolition (D and D) of the K-25 gaseous diffusion building; recovered and completed the Tank W-1A and K-1070-B Burial Ground remediation projects; characterized, packaged, and shipped contact-handled transuranic waste to the Transuranic Waste Processing Center; disposed of more than 90,000 cubic yards of cleanup waste while managing the Environmental Management Waste Management Facility (EMWMF); and provided operations, surveillance, and maintenance activities at DOE EM facilities at ETTP, ORNL, and the Y-12 National Security Complex. Project performance as of December 31, 2012 has been excellent: - Cost Performance Index - 1.06; - Schedule Performance Index - 1.02. At the same time, since safety is the foundation of all cleanup work, UCOR's safety record goes hand in hand with its excellent project performance. Through calendar year 2012, UCOR's recordable injury rate was 0.33, and the company has worked close to 4 million hours without a lost work day injury. UCOR's safety record is one of the best in the DOE EM Complex. This performance was due, in large part, to the people and processes URS and CH2M HILL, the parent companies of UCOR, brought to the project. Key approaches included: - Selected and deployed experienced staff in key leadership positions throughout the organization; - Approached 'Transition' as the 'true' beginning of the cleanup project - kicking off a number of project initiatives such as Partnering, PMB development, D and D Plan execution, etc. - Established a project baseline for performance measurement and obtained EVMS certification in record time; - Determined material differences and changed conditions that warranted contract change - then quickly addressed these changes with the DOE client; - Aligned the project and the contract within one year - also done in record time; - Implemented Safety Trained Supervisor and Safety Conscious Work Environment Programs, and kicked off the pursuit of certification under DOE's Voluntary Protection Program. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2017

Near-Term Operational Planning at the Hanford Tank Farms: Link to Execution - 17091

Washington River Protection Solutions, LLC uses an earned value management system to flow-down contractual requirements to operational activities. A Rolling Work Window Schedule Process is then used to plan and coordinate near-term operational activities at the Hanford tank farms for execution. This near-term operational planning process has been extended using a Multi-Year Operating Plan, underpinned with a dynamic simulation model, to better link execution of daily activities with mission objectives. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2015

Environmental cleanup of the East Tennessee Technology Park - Year three - A status report - 15522

On August 1, 2011, URS - CH2M Oak Ridge LLC (UCOR) began its five-year, $1.4 billion cleanup of the East Tennessee Technology Park (ETTP), the former Oak Ridge Gaseous Diffusion Plant, located on the U.S. Department of Energy's (DOE) Oak Ridge Reservation (Reservation) in Tennessee. Under the contract, the base period scope of work to be completed by 2016 includes demolition of both the K-25 and K-31 gaseous diffusion buildings and all demolition waste dispositioned, initiation of demolition on the remaining K-27 gaseous diffusion building, safe storage of transuranic (TRU) waste for eventual transfer to the Transuranic Waste Processing Center, previously designated -No-Path-To-Disposition Waste- dispositioned to the extent possible, and completion of design and engineering of a mercury treatment system to be installed at the Y-12 National Security Complex (Y-12). UCOR will have also managed DOE Oak Ridge Office of Environmental Management (OREM)-owned facilities at ETTP, Oak Ridge National Laboratory (ORNL), and Y-12 in a safe and cost-effective manner. Since assuming responsibilities as the ETTP and Oak Ridge Reservation cleanup contractor, UCOR has completed its life-cycle Performance Measurement Baseline; received its Earned Value Management System (EVMS) certification; completed the deactivation and demolition (D and D) of the 44-acre K-25 gaseous diffusion building; removed and disposed of a contaminated underground storage tank (Tank W-1A) at ORNL; dispositioned mercury-contaminated storage tanks at Y-12; completed closure of the Toxic Substances Control Act Incinerator; disposed of more than 158,000 cubic yards of cleanup waste while managing the on-site Environmental Management Waste Management Facility (EMWMF); and conducted operations, surveillance, and maintenance activities at 180 DOE EM facilities at ETTP, ORNL, and Y-12 in a safe and cost-effective manner. In 2014, UCOR completed the removal and disposal of all of the K-25 demolition debris; completed the removal of asbestos-laden transite siding on the K-31 gaseous diffusion building and began demolition of that 17-acre building; advanced the characterization and deactivation of the K-27 gaseous diffusion building, readying the building for the start of demolition in 2015; advanced the design and engineering of a Mercury Treatment Facility to be located at Y-12; continued the cost-effective and safe disposition of all cleanup wastes; and readied ETTP for Voluntary Protection Program Star Status Assessment in 2015. Project performance as of December 31, 2014, continued to be excellent: - Cost Performance Index - 1.12 - Schedule Performance Index - 1.02 At the same time, since safety is the foundation of all cleanup work, UCOR's safety record goes hand-in-hand with its excellent project performance. Through calendar year 2014, UCOR's recordable injury rate was 1.04 occurrences per 200,000 work hours, and the lost workday case rate was 0.52. This performance continues to be due, in large part, to the people and processes URS and CH2M HILL, the parent companies of UCOR, brought to the project. Key enablers included: - Selected and deployed experienced staff in key leadership positions throughout the organization, continually re-energizing the organization with new leaders - Implemented previously successful safety programs and initiatives from other DOE sites, such as DOE's Voluntary Protection Program - Brought fresh thinking and innovation to tackling tough project issues, such as the deactivation of the Technetium-99-contaminated areas of K-27, applying lessons learned from the D and D of K-25; and implementing a -waste factory- approach to cleanup - Maintained continuing alignment between UCOR's contract with DOE and its Performance Measurement Baseline - rapidly addressing contract changes when they arose - Maintained a readiness both from a process as well as experienced personnel perspective to support DOE OREM in performing other significant Oak Ridge Reservation cleanup activities. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2016

Completing the Cleanup of the US Department of Energy's East Tennessee Technology Park - Four Years Early - 16067

On August 1, 2011, URS - CH2M Oak Ridge LLC (UCOR) began its $2.6 billion cleanup of the East Tennessee Technology Park (ETTP), the former Oak Ridge Gaseous Diffusion Plant, located on the U.S. Department of Energy's (DOE) Oak Ridge Reservation (ORR) in Tennessee. Under the contract, the scope of work to be completed includes demolition of all gaseous diffusion buildings, namely K-25, K-31 and K-27, as well as other facilities such as the Toxic Substance Control Act (TSCA) Incinerator, the K-1200 Centrifuge Complex and the K-1037 Barrier Plant. Additionally, UCOR will remove contaminated soils and treat contaminated groundwater. Waste generated by these cleanup activities will be disposed at onsite as well as offsite facilities. UCOR will also continue to manage hundreds of the DOE Oak Ridge Office of Environmental Management (OREM)-owned facilities across the ORR. Due largely to funding challenges early in the project, the DOE estimated in their October 2013 Program Plan 2014-2024 that ETTP cleanup would not be achieved until 2024, four years later than originally scheduled in UCOR's contract with the DOE. In November 2014, the DOE Manager for OREM, Susan Cange, publicly shared her 'vision' for ETTP cleanup by 2020, four years earlier than the DOE's current plan. As part of Vision 2020, all gaseous diffusion buildings would be demolished by the end of 2016. In response to Ms. Cange's vision, UCOR published a Strategic Plan describing how ETTP could be cleaned up by 2020, provided that a number of funding and programmatic and technical challenges could be overcome. UCOR is in the midst of implementing its Strategic Plan, and progress is being made to that end. Since assuming its responsibilities as the ETTP cleanup contractor, UCOR has completed its life-cycle Performance Measurement Baseline (PMB); received its Earned Value Management System (EVMS) certification; completed the D and D of the 44-acre K-25 and 17-acre K-31 gaseous diffusion buildings; completed the K-1070- B Burial Ground remediation project; completed RCRA closure of the TSCA Incinerator; and disposed of more than 541,411 cubic yards of cleanup waste while managing the on-site Environmental Management Waste Management Facility (EMWMF). In 2015, UCOR achieved safety 'Star Status' under the DOE's Voluntary Protection Program (VPP); completed the demolition of the K-31 gaseous diffusion building; advanced the characterization and deactivation of the K-27 gaseous diffusion building, readying the building for the start of demolition in 2016; and began characterization activities in the K-1037 Barrier Plant as well as a number of facilities in the Poplar Creek Area of the ETTP Site. Project performance through December 31, 2015, is as follows: Cost Performance Index - 1.12, Schedule Performance Index - 1.02. Since safety is the foundation of all cleanup work, UCOR's safety record goes hand-in-hand with its project performance. Through calendar year 2015, UCOR's recordable injury rate was 0.94 occurrences per 200,000 work hours, and the day away case rate was 0.31. These rates are both below the DOE and UCOR goals. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2019

Design, Construction, and Commissioning of the RH LLW Disposal Facility at INL - 19445

The newly-commissioned Remote-Handled Low-Level Waste (RH LLW) Disposal Facility at Idaho National Laboratory (INL) provides permanent disposal capability critical for continuing INL nuclear research and Naval Reactors missions at the Idaho site. The facility mission need [critical decision (CD)- 0] was approved in 2009. Alternative selection (CD-1) was finalized in 2011. The project performance baseline (CD-2/3) was approved and design was initiated in 2014 and construction began in 2015. Construction was completed and transitioned to Materials and Fuels Complex (MFC) Operations in 2017. The facility successfully achieved readiness with authorization to begin operations (CD-4) in 2018. The $77 M line-item capital-acquisition project was completed six months ahead of the congressional commitment date and significantly under budget. This paper presents highlights of the RH LLW Disposal Facility project delivery and a summary of facility features and critical characteristics. Highlights include: - As a hazard category II nuclear facility, the project complied with United States Department of Energy (DOE) requirements for incorporation of nuclear safety into facility design and construction as identified in DOE-STD-1189 as well as 10 CFR 835 Subpart K requirements for incorporation of ALARA principles in facility design. - From an environmental compliance perspective, the facility was subject to National Environmental Policy Act requirements resulting in a Finding of No Significant Impact as determined by an Environmental Assessment. An operating disposal authorization statement from the Low-Level Waste Disposal Facility Federal Review Group (LFRG) authorizing waste disposal operations in accordance with DOE Order 435.1 was obtained. - The project was delivered using a design-build delivery method with a firm-fixed price with incentive fee contracting mechanism. The project was executed as a line-item capital-acquisition project, in full compliance with DOE Order 413.3B under INL's certified Earned Value Management System (EVMS) program. - The facility supports twenty years of waste disposal operations with five disposal vault configurations in four vault arrays supporting six different cask/canister system configurations. Three of the six cask/canister systems currently exist and three will be developed to support future operations. There are a total of 446 waste disposal vaults that will accommodate disposal of a total of 939 stainless steel radioactive waste canisters. The facility is designed to accommodate canisters with contact radiation dose rates as high as 600 Sievert/hour (60,000 Rem/hour). - The facility underwent a rigorous readiness review process in accordance with DOE Order 425.1D. Readiness activities included rigorous facility testing and shakedown activities, a management-self assessment, a contractor operational readiness review, and a DOE operational readiness review. Readiness was demonstrated for an existing cask/canister system (the MFC HFEF-5 cask). Separate readiness activities will be conducted for each cask/canister system as they are brought online for facility operations. INL's successful delivery of the project has provided waste disposal capability to ensure long-term viability of planned and current facilities and missions associated with both INL and the Naval Reactors Facility. Successful execution of the project has proven to be strategically important to future capital investments in capabilities necessary to advance INL's mission. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2020

Latest Developments in PM Systems and Methods and their Application to WM Projects - 20364

How do you improve on an industry that is well established yet often misses the mark on key metrics demonstrating effective planning and execution of project scope, schedule and budget? With the increased complexity of DOE projects relative to either poorly kept records of what wastes are stored or the lack of specific knowledge relative to the waste concentrations/quantities, this is a question continually asked and investigated by many. In fact, in 2017, the GAO's report to Congress indicated that although the DOE has made some progress on its monitoring effectiveness and demonstrating progress criteria, these goals were not met and there needs to be more improvement and monitoring. This paper will offer some insights into the latest developments in project management methodologies and the possible application of these to waste management projects. Traditional data generated via a project schedule that utilizes critical path methodology (CPM) and additional earned value management (EVM) data needs to be accurate and enable the project manager to better understand the probability of project success. Although this data has readily been available on most large-scale projects, success as measured by various stakeholder groups including the client, project team, regulators, etc. is less than optimal. Therefore, an urgent need exists to explore how traditional project data (CPM and EVM) coupled with new methodologies allows for better planning and execution by the project team. Many new approaches/methodologies can even be used to predict the success of options prior to full implementation on the actual project. Three approaches/methodologies will be discussed: - Artificial Intelligence; - Change Management; - Blend of Traditional Management (Gantt chart) and Agile Methodologies. As market forces change, so will the direction of project management. The days of 'one size fits all' are no longer valid. A combination of predictive and adaptive approaches in the management of projects is essential to enable execution of project deliverables on time, under budget, and within the contractual scope. This paper is intended to provide the reader with insight to the close relationship of project management trends and business management trends, and to provoke critical thinking about what it means to align project management strategy with an environment of non-stop innovation. (authors)

12 MANAGEMENT OF RADIOACTIVE AND NON-RADIOACTIVE W↗
DOE OSTI2022

FECM/NETL Unconventional Shale Well Economic Model (UShWEM): Description and User’s Manual

FECM/NETL Unconventional Shale Well Economic Model (UShWEM) is an Excel-based model that evaluates the economics of an unconventional shale well on a per-well and per-pad basis. This document serves as the user’s manual for the model with descriptions of the procedures the user must follow to run the model. This document also describes the capabilities of the model and provides the equations that are used by the model to calculate technical quantities and key model outputs including net cash flow, internal rate of return (IRR), net present value (NPV), earnings before interest, taxes, depreciation, and amortization (EBITDA), payout month and year, and breakeven price (for either oil- or gas-wells).

Sheriff, Alana↗
DOE OSTI2022

FECM/NETL Unconventional Shale Well Economic Model (UShWEM)

FECM/NETL Unconventional Shale Well Economic Model (UShWEM) is an Excel-based model that evaluates the economics of an unconventional shale well on a per-well and per-pad basis. The model calculates the net cash flow, internal rate of return (IRR), net present value (NPV), earnings before interest, taxes, depreciation, and amortization (EBITDA), payout month and year, and breakeven price (for either oil- or gas-wells). The model can be used to estimate the economics of a well or pad over its lifetime (development through site reclamation) based on (1) the capital and operating costs associated with well/pad development and operations, (2) the revenue associated with oil, gas, and condensate production streams, and (3) accounting for relevant tax policies and asset depreciation applicable for oil and gas operations. The main input for the model is the completion design and production data. Key financial considerations in the model include oil, gas, and condensate market prices, tax-related settings, royalty rates, the discount rate, minimum economic hurdle (IRR) [if performing break-even analysis], and project contingency. The financial consideration can be adjusted to reflect the level of granularity the user requires as input when calculating the economics for a well or pad development. In addition, the model affords users the option to provide their user inputs for all cost categories considered. As a result, the model can be used to generate a multitude of scenario cases for sensitivity analysis of the various financial considerations, as well as production and cost profiles. To make this seamless, the model has the capability for key economic outputs to be exported in large batches through macros-enabled functions on its “Model Output Summary” and “Multi-Well Cost Analysis. The spreadsheet model includes macros and user-defined functions, so the user must enable Excel’s macro capability for the model to function correctly.

Sheriff, Alana↗