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Guide to Good Practices for Operational Readiness Reviews - index
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Mscellaneous Lessons Learned


DOE-HDBK-3012-2003
perform a valid review of the functional area assigned. This should also be documented through the
selection and acceptance process.
Ensure that team members fully understand the scope of the ORR/RA and the time frame in which it
must occur. In some cases, time management decisions and sampling plans will be important to
successful completion of the ORR/RA within the required schedule.
Ensure counterparts have been assigned to each team member or functional area group. Early
identification (usually during the pre-visit) of documents needed, interviews expected, evolutions
and drills requested is helpful to both the team member and the counterpart.
Inform counterparts they should be prepared to present information requested. Inform team
members they need to be respectful of their counterpart's time constraints and therefore schedule as
few after-hours meetings or interviews as possible.
Capture issues and observations in writing as soon as possible. Deficiency Forms (Form 2) should
be prepared shortly after an issue is identified. Assessment Forms (Form 1) should be prepared
shortly thereafter to capture the full extent of the finding. This will enhance the flow of
communication throughout the review and contribute to openness on the part of both the team and
the facility.
6.7 DEVELOPING THE IMPLEMENTATION PLAN
Ensure the objectives and criteria clearly encompass all aspects of the Core Requirements defined in
the approved Plan of Action. Generally, this will be all core objectives in an ORR and some subset
of the total for an RA. The ORR standard breaks the eighteen Core Requirements into 36 objectives,
which translate easily into functional areas. Experience has shown this methodology to be
successful. Additionally, the "geographic" scope of the ORR/RA must be considered. The POA
should specify the bounds of the facility, systems, and personnel involved in the activity under
review and the approaches for the objectives and criteria should reflect these boundaries.
Confirm that the CRADs are written with a clear understanding of the facility systems and processes
under review. A generic CRAD should be tailored during the pre-visit to successfully complete a
thorough and critical review. Without this understanding and modification of the CRADs, the review
effort will suffer.
Fully involve the team early in the process for training and Implementation Plan development. Early
dialogue with facility personnel to gain understanding of the activity in progress and the contractor
activities in progress is particularly useful. The Implementation Plan used by the contractor and
DOE should be parallel in numerous respects.
Give the POA and the Implementation Plan to oversight groups (EH, DNFSB, State Agencies as
required) as soon as possible. Early review and input from all stakeholders will reduce last minute
perturbations.
Determine the contract requirements for the facility in reference to Standards Requirements
Information Documents (S/RIDs), Work Smart Standards, DOE Orders, Policies, Manuals, Notices,
etc., and Integrated Safety Management. Conduct the review in a manner consistent with the
requirements contractually invoked on the facility. Statements regarding the status of the facility in
these areas should be included in the final report in addition to the overall evaluation of the
compliance posture required.
6.8 DEFINING THE SCOPE AND GRADED APPROACH
Define the scope of the DOE ORR consistent with that of the contractor ORR. Differences between
the two result in difficulties in performing the DOE ORR. DOE O 425.1C provides a structure for
such consistency. Differences will occur in the evaluation of the Core Requirements specifically
related to DOE management, which are necessarily absent from the contractor review.
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