1. Office of Science Perspective and Project Management
Kin Chao
PE, CCP, PMP
June 6, 2017

2. Topics of Discussion SC Overview SC Office of Project Assessment
SC Contractors and Contract Types
Strong HQ Roles and Responsibilities
Project Types and Sizes
Contingency
Funding
Stakeholders
Motivation

3. SC Overview
SC Mission: To deliver the scientific discoveries and major scientific tools that transform our understanding of nature and advance the energy, economic, and national security of the United States.
SC budget is ~$5B to $5.5B per year
Construct and Capital Assets (fusion reactors, accelerators, laboratories, instruments, infrastructure, others)
Operation and Maintenance of facilities and assets
Grants and Small Business Innovation Research/Technology Transfer
SC is exempt from requirements of DOE Order 413.3B

4. # of Completed Projects Initial Baseline TPC ($M)
(Completed projects since 2002)
SITE
# of Completed Projects
# Cost Success
% Success by Cost
# Schedule Success
% Success by Schedule
Initial Baseline TPC ($M)
Final TPC ($M)
% Cost Increase
Argonne National Laboratory 5
100% 3
60%
$59.5 0%
Brookhaven National Laboratory 14
$1,223.8
$1,221.3
Fermi National Laboratory 11 10
91%
$1,069.2
$1,095.7 2%
Jefferson National Accelerator Facility 2
$84.1
Lawrence Berkeley National Laboratory 15
93% 13
87%
$460.2
$462.8 1%
Oak Ridge National Laboratory*
$1,702.3
$1,772.8 4%
Pacific Northwest National Laboratory
$256.5
Princeton Plasma Physics Laboratory 4
75%
$235.7
$236.1
Sandia National Laboratory (NNSA Operated) 1
$75.8
Stanford Linear Accelerator Center 8
80% 9
90%
$757.8
$800.1 6%
TOTAL SC PROJECTS 78 73
94% 71
$5,924.9
$6,064.6
* SNS—directed change and counted as success

5. Office of Science Organization Chart
Chicago Office
Roxanne Purucker
Office of the Director (SC-1)
J. Steve Binkley (A)
Advanced Scientific
Comp. Research (SC-21)
Barbara Helland
Workforce Development for Teachers/ Scientists
(SC-27)
Jim Glownia
Basic Energy
Sciences (SC-22)
Harriet Kung
Fusion Energy
Sciences (SC-24)
Edmund Synakowski
High Energy
Physics (SC-25)
James Siegrist
Biological & Environ. Research (SC-23)
Sharlene Weatherwax
Nuclear Physics
(SC-26)
Timothy Hallman
(A) Acting
01/2017
Deputy Director
for Science Programs (SC-2)
J. Steve Binkley
for Resource Management (SC-4)
Jeffrey Salmon
for Field Operations (SC-3)
Joseph McBrearty
Office of Project Assessment
(SC-28)
Stephen W. Meador
Office of Budget
(SC-41)
Kathleen Klausing
Office of Information Technology and Services (SC-45)
Vasilios Kountouris
Office of Scientific and Technical Information (SC-44)
Brian Hitson
Office of Grants & Contracts (SC-43)
Michael Zarkin
Office of SC Communications and Public Affairs
(SC-47)
Rick Borchelt
Office of Management
(SC-48)
Cynthia Mays
Ames SO
Cynthia Baebler
Thomas Jeff. SO
Joe Arango
SLAC SO
Paul Golan
Pacific NWest SO
Roger Snyder
Princeton SO
Peter Johnson
Oak Ridge SO
Johnny Moore
Fermi SO
Michael Weis
Brookhaven SO
Frank Crescenzo
Berkeley SO
Argonne SO
Joanna Livengood SC
Integrated
Support
Center
Office of
Safety and Security Policy
(SC-31)
M. Jones
Laboratory Policy
(SC-32)
J. LaBarge
Small Business
Innovation
Research
(SC-29)
Manny Oliver
Oak Ridge Office
Ken Tarcza
Office of
Operations Program Management
(SC-33)
M. Jones(A)

6. Office of Project Assessment Functions
Advise the Director of SC on the construction and operation of major research facilities as required.
Develop and implement policies and procedures for the design, fabrication, construction, commissioning, operation, and decommissioning of research facilities and devices consistent with Departmental and SC project management requirements.
Conduct technical, cost, schedule, and management peer reviews of SC construction projects (~ 30 per year).
SC Secretariat for Energy Systems Acquisition Advisory Board (ESAAB) and the Project Baseline Change Control Process (~ 30 per year).
PMCDP, Exhibit 300s, EVMS, assistance and support, etc.

7. SC Contractors and Contract Types
SC projects and management of the facilities are executed through the SC Laboratories (and one university)
SC Laboratories are M&O contractors and SC does not have a direct contract for projects
SC Laboratories are Not-for-Profit
Projects are typically built to cost

8. SC HQ Roles and Responsibilities
SC Associate Directors
Project owners
Initiates and prioritizes projects and needs based on available funding
Requests, defends, and provides the project funding
Seeks advice and recommendations from Subject Matter Experts through project peer reviews, ESAAB, regular communication with the project team, etc.
Approves critical decisions and allows a project to proceed to the next phase
Approves major changes to the project

9. SC HQ Roles and Responsibilities
SC HQ Program Managers
Very strong technical backgrounds with a many having PhDs.
Understand technical issues and thus can challenge contractors
Typically have responsibilities for more than one project
Interacts with the Federal Project Director
Present to SC-2 during monthly Watchlist meetings

10. SC Projects Typically have ~40-50 active projects at any time
~99% of SC projects are Non-Nuclear projects
~50-60% of projects are less than $100M in TPC thus funding challenges are less

11. Contingency
Cost contingency is included in the TPC regardless of who owns the risk (external or internal)
Schedule contingency and the cost associated with potential schedule delays are included in the baseline
Scope contingency (the difference between the Threshold and Objective KPPs) is identified in the PEP
Contingency is based on project status, complexity, and risks. Analysis of contingency is performed continuously throughout the life of the project
Contingencies (cost, schedule, and scope) are held by the FPD and released to the project using a formal change control process identified in the PEP
% Contingencies at CD Cost—30% to 40% Schedule—20% to 30% Scope (Prioritized list of items for additions/deletion)—10% to 30%

12. Funding
Project funding needs to be affordable in the context of the total Program
Project funding profile needs to be realistic
Funding must include adequate project contingency (regardless of who owns the risk)
Funding must be stable and should not be changed after CD-2 is approved
Funding for smaller projects are less risky than for larger projects

13. Stakeholders SC has very supportive stakeholders
Typically do not encounter regulatory issues (EPA, citizens, state regulators) associated with EM projects
SC typically does not have “not-in-my backyard” issues

14. Motivations
A large part of SC success is due to contractor/laboratory motivation
Having best-in class facilities means more prestige and attract best scientists in the world
Having successful projects results in bringing in more jobs/work
Having successful projects results in more money for Operations and Maintenance—which are much greater than the TPC
If the laboratories do not have world class facilities—existence of the lab would be in jeopardy

15. FACTORS AND CHARACTERISTICS Established Processes
Summary of SC Project Characteristics
FACTORS AND CHARACTERISTICS SC
Culture
Ownership--Clear Lines of Management, Accountability, and Responsibility
Org Chart
Motivation--Benefits if Project is Successful
Sites get more work
HQ Personnel Technical Strength
Yes--Most of HQ Programs staff are highly technical
Up Front Planning
Yes
Established Processes
Independent Oversight with Support from Senior Management (Engagement and Access)
Regular Peer Reviews with direct report to SC-2
% Contingencies at CD Cost Schedule Scope (Prioritized list of items for additions/deletion)
30% to 40% 20% to 30% 10% to 30%
Changes to Funding Profile after CD-2
1 (NCSX)
Other
Number of Nuclear Projects in the Past 15 years (Nuclear Projects adds complexity)
1 (PSF)
Contracting Type
100% Not-for-Profit M&O
Security/Clearance Issues No
Stakeholder Complexities
Statistics
Mega Projects (>$1B) in past 15 years
1 (SNS)
Number of Current Projects Past CD-2 with TPC greater than $750M
2 (LCLS II, ITER)
Number of Current Projects Past CD-2 with TPC less than $750M 15
Total Program Annual Capital Asset Funding
~$400M

16. SC Decision and Requirements Matrix
Although SC is exempt from DOE O 413.3B—we still implement it because we believe in good project management practices