Program Management Element

DOESTD107393

DOD/NASA model is based on the reasonable assumption that configuration control is established at

the beginning of the design phase and maintained throughout the design and construction phases and

into the operational phase. Thus, the DOD/NASA model does not address efforts such as design

reconstitution that may be needed to reestablish configuration control once it is lost. Yet, this is one of

the most common challenges facing DOE nuclear facilities today. Experience in the restoration of

configuration control at commercial nuclear facilities offers a rich source of lessons learned that

address this aspect of operational configuration management. For this and other reasons, DOE

operations and facilities must streamline operations and administration as much as possible.

Streamlining and combining functions to achieve greater efficiency are made easier by the functional

model of configuration management. The functional model encourages adaptation, improvement, and

incorporation of existing programs that accomplish configuration management functions, rather than

the creation of new programs and procedures.

1-B.1 PROGRAM MANAGEMENT ELEMENT

The DOE CM program includes the program management element to manage overall program

development and implementation. Program management is necessary because of a number of

factors, including the size and complexity of the overall program, the number of organizations affected,

the investment of resources, and the importance of the program to facility safety and mission. The CM

program affects many organizations and disciplines, such as design engineering, operations,

maintenance, testing, and procurement. To achieve CM program success, maintaining the CM

program basic relationships should become a goal of each interfacing program and organization, and

every person involved in these programs and organizations.

The program management element ensures that the various aspects of program development and

implementation are integrated, complete, and effective. The program management element provides

the leadership and management necessary to coordinate and integrate the many program functions and

activities. This program element ensures that the efforts of the other elements are in balance (i.e., there

is not too much effort in one area and too little in another) and maintains sight of the overall programs

objectives. This program element also establishes the overall CM program scope and objectives,

develops the program plan, and defines the appropriate program and organizational interfaces. To

establish a consistent and common understanding throughout the affected organizations, the program

management element communicates the program scope and activities through standard concepts and

terminology, CM program orientations and general training, and top-level CM procedures. Terminology,

definitions, procedures, and training associated with the CM program are very important to program

success. This program element also establishes and maintains certain controls that cross many

organizational boundaries, such as technical vendor control and database control. In addition, this

program element controls and monitors CM program development and implementation activities to

ensure adequate performance of the CM program.

Implementation of the most successful CM programs is initiated by: (1) instituting the program in a top-

down manner, beginning with a top-level policy and plan; (2) planning the initial scope of the CM

program in broad enough terms to support overall design and operations activities; and (3) determining

at the outset the end products of the program. Most facilities implementing CM programs have found

that because of the size, complexity, and interfaces with existing programs, careful program planning is

needed and should include identification of milestones, schedules, deliverables, and projected costs.

Because the development of the CM program will likely extend over several years, intermediate

deliverables are essential. In addition, because of staff and/or contract support turnover, long-term

planning is necessary for continuity of implementation.

The program management element establishes and communicates program expectations through a

number of formal policy documents, such as policy directives, program and action plans, and governing

I-B-2