1. Capital Asset Projects executed by the
Project Peer Reviews
for
Capital Asset Projects
executed by the
Office of Project Management Oversight and Assessments
John White, P.E., PMP, CCP, LEED-AP
Director, Office of Project Assessments

2. Why do we need peer reviews? DOE Requirements
Overview
Why do we need peer reviews?
DOE Requirements
Who leads peer reviews for capital asset projects?
Peer Review Tenets
How are committees formed?
Takeaways and Trends
Improving Peer Reviews
The “Goal”
How should you get involved?

3. Why do we need peer reviews?
Together, we’re engaged in “graduate level” project management
Help project managers manage project complexity
Leverage industry experience; peer review contributes to project success – Chevron, GSA
External set of eyes -- by SMEs – extended Staff
Provide critical input to decision gate process, structure, and discipline - team approach to management
Develop a network of expertise across the complex
Allow project management excellence to span administrations (projects can take a decade to plan and execute)
Help develop the next generation of Project Managers
Provide a catalyst for change

4. DOE Requirements
PPR Drivers
DOE Order 413.3B, Program and Project Management for the Acquisition of Capital Assets
PPR Requirements for projects >$100M per DOE Order 413.3B
Apply to all Under Secretaries
CD0-CD1 One Review
CD1-CD2 Annual Reviews
CD2-CD4 Annual Reviews (or more frequent as required)

5. Who leads peer reviews for capital asset projects?
Matt Moury

6. Peer Review Tenets
Continuous pursuit of project management excellence and sharing of best practices across the Department
Overcome project teams’ hesitance to look outside for solutions or help
Temper project team’s optimistic bias with realistic assessment
Leverage federal and contractor project, contract, and technical expertise
Facilitate project teams and reviewers learning from each other
Conduct independent assessment of all aspects of the project with emphasis on organization and management
Clear assessment to inform senior decision makers
Preparing for reviews focuses the project team on current status and future plans
A successful review usually signals to all stakeholders that the project is on-track
Helpful assistance from peers with valuable insight and experience
Target the most pressing issues and barriers to success
Sound stewardship of taxpayer resources

7. How are committees formed?
Onsite Waste Disposal Facility Project Peer Review
Portsmouth Site, Ohio, July 2016
Emphasis on peers with targeted expertise
Committee size commensurate with scale and project phase
Balance of professional and technical competencies
Balance from the various programs – EM, SC, NNSA
Review Chair approves the final committee membership

8. Better analyze and justify staffing requirements
Takeaways and Trends
Better analyze and justify staffing requirements
GAO High-Risk capacity criteria
Get early HQ involvement in “chunking” strategies
Can streamline DOE Order 413.3B requirements through wise choices
Implement disciplined change control processes and products
Document Management Plan; Change Control Board Log; Design Requirements Compliance Matrix; Code of Record
Increase transparency to review committee
Opportunity to communicate with program managers to improve project
Can accelerate federal review of contractor submittals
Use DOE Order 413.3B as a framework for “graduate level” project management
Think of PPRs as an extension of the FPD’s staff

9. Improving Peer Reviews
Focused on continuous improvement of reviews also
Advance coordination on tailoring charge memos
MAX.gov for document upload and review planning
Review schedule (PM-10 lead PPRs)
Help streamline subsequent reviews
Provide a database of project information
WebEx to accelerate learning for committee
Peer participation from across the complex
Tracking and closing recommendations through EM QPR

10. Habit Adaptive The “Goal” Knowledge It’s a journey… Awareness
Recognize value in using outside expertise to assess and provide real-time feedback
Knowledge
Learning to plan and conduct regular reviews
Adaptive
Using Peer Review throughout the Project, e.g., design reviews, readiness reviews, advisory committees, etc
Habit
Reviews become an integral part of the project and help to maintain a positive momentum and rhythm
It’s a journey…

11. Continued Growth!
We cannot solve our problems with the same thinking we used when we created them.
Albert Einstein

12. How can you get involved?
Project Teams:
Early feedback to FPD on how PPR can help improve alignment
Contribute to atmosphere of transparency prior to the review
Develop and execute corrective action plan after the review
Ask your peers who have participated on peer reviews about their experience
Give us feedback on what is going well and what needs improvement on peer reviews
Participate on review committees
Schedule available on PM MAX
CEUs or CLPs available
Forward your resume and review preference to:
John White,
Mike Myers,