Planning for Initial Assessments

DOESTD107393

management derive from different programs and have various meanings depending on the context in

which they are used. CM concepts, standard terminology, and standard definitions should be

established in accordance with the definitions provided in the glossary provided in this Standard. These

key concepts and terminology, supported by a functional model of the site/division CM program, ensure

a consistent approach to facility CM program development. The site/division CM directive) should

formally adopt the CM program objective, functional model, and the functions to be used by the

facilities within the site/division.

Directives are also useful for establishing other upper-level CM policy and immediate actions relative to

program management functions such as database control and procedure development.

Figure 22 shows the process of establishing an interim CM development team dedicated and

committed to CM program development. This is the recommended approach because of the work and

interface efforts involved. To ensure an understanding of the needs and capabilities of the organization

as a whole, the team should be balanced with experienced personnel from different work areas.

Where several facilities are under the jurisdiction of a single management and operations (M&O)

contractor, the CM developmental team should have a mix of representatives from various facilities and

groups within the organization.

The CM development team should have a charter stipulating the activities consistent with its role in

coordinating overall CM program development. Such activities could include developing a formal

site/division CM directive for management approval early in the development process, working closely

with each site/division manager to develop directives, and providing support to each facility during the

development of the facility-level CM program plans. The details of program implementation should be

a line management function, but a small core group is usually maintained to provide the program

management functions necessary to ensure the proper implementation of the overall CM program.

2.1.1.2 Planning for Initial Assessments

Site/division managers should take the lead in planning and coordinating initial assessments. These

assessments identify programmatic strengths and weaknesses for use as a basis for CM program

planning and for immediate corrective actions. As a first step, facilities should be grouped according to

mission, design, complexity, size, and other appropriate criteria. This action would allow for greater

efficiency in the assessment process. For similar facilities with similar CM practices, an assessment of

such practices for one site would be representative of them all. As a further example, several facilities

might use a central or common approach to document control; single assessment in this programmatic

area could be representative for several facilities.

Second, the specific representative facilities, systems, programs, and topical areas should be selected

for the initial assessments. Site/division managers should coordinate assessment activities such as the

selection of assessment teams, training, and funding. Sites/divisions could elect to go beyond the

minimum requirements in the initial assessments; the subjects of the other assessments would be

based on a judgment of needs. The initial assessments are conducted in accordance with the criteria

and guidance associated with the assessments element. When the representative assessments are

complete and the results are available, this information should be shared with other facilities in the

group (i.e., those found to be similar enough not to need separate initial assessments). Each facility in

the group should factor these assessment results into its facility CM program planning.

DOE may specify certain approaches to implementing a CM program on the basis of facility importance

or budget considerations. For example, it may elect to use certain lead facilities as pilots and to have

the others follow in a phased manner. Thus, lessons learned in the initial assessments, program

planning, and program development for pilot facilities can be applied to the remaining facilities for

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