NUCLEAR SECURITY ADMINISTRATION

Transcription

1 NATIONAL NUCLEAR SECURITY ADMINISTRATION GLOBAL THREAT REDUCTION INITIATIVE MANAGING A THOUSAND COMPLEX PROJECTS: LESSONS LEARNED FROM THE NATIONAL NUCLEAR SECURITY ADMINISTRATION MAY 17,

2 Scope of Work National Nuclear Security Administration (NNSA) Reduce Nuclear Dangers by securing vulnerable nuclear and radiological materials wordwide Manage the Nuclear Weapons Stockpile Advance Naval Nuclear Propulsion by developing the next generation reactor plant for the Ohio-class submarine Global Threat Reduction Initiative (GTRI) Aims to prevent terrorists from acquiring the materials needed to construct a crude nuclear weapon or radiological dirty bomb Works at more than 8,000 locations in over 100 countries 2

3 Program Management Challenges GTRI was formed in 2004 and consolidated several preexisting programs with separate missions. Each program had their own unique management, project structures, and reporting requirements. Too much alphabet soup of meaningless jargon/acronyms Project team members distributed at 11 DOE National Laboratories and dozens of contractors around the world Overall program scope not clearly defined Unclear vision, strategies, and program priorities Poor communication with key stakeholders Limited financial and human resources 3

4 Idea Seek Stakeholder Feedback Our stakeholders feedback on their expectations for improvements included: Develop a mission statement that can be easily understood by friend (to help them help you) and by foe (to convert the uninformed) Everything must be clear, concise, meaningful, and measurable Establish a credible project management process Be able to clearly explain what the money is going for and what the expected results are Improve outreach to keep key interested stakeholders updated and informed Promote the results the program achieves in a focused way (not shotgun) to develop a corporate identity (brand recognition) 4

5 Execution of Stakeholder Feedback Action 1 We rewrote our mission statement and goals in terms that could be easily understood, which highlighted our unique contribution to national security Reduce and protect vulnerable nuclear and radiological material located at civilian sites worldwide Goals Convert research reactors and isotope production facilities from HEU to LEU Remove and dispose of excess nuclear and radiological materials Protect high priority nuclear and radiological materials from theft and sabotage 5

6 Execution of Stakeholder Feedback Action 2 We published our first Strategic Plan, which Documented our new mission and goals in a clear, concise, meaningful, and measurable manner Established our corporate identity Linked the multiple, unique, jargon-filled programs into a new interdependent portfolio of work striving to achieve a common mission Helped p our stakeholder communication/outreach 6

7 Execution of Stakeholder Feedback Action 3 We restructured our organization along regional teams versus the existing functional teams which: Improved relationships and trust with our partners (dedicated customer rep) Created synergies among our multiple product lines (one-stop shopping) Enhanced ability to develop solutions that are tailored to the unique needs of each partner Clarified lines of responsibility and accountability for staff Saved travel costs and reduced burnout 7

8 Execution of Stakeholder Feedback Action 4 We created an independent evaluation team which Comprised of external industry experts and National Laboratory senior managers Provided benchmarking against industry and government best practices Created a forum to seek ideas for improvements from internal stakeholders and staff 8

9 Execution of Stakeholder Feedback Action 5 We created new project and cost management tools, which included Implementation Criteria Document Strategy to prioritize risk reduction efforts (higher risks get done first) Graded approach to implementing risk reduction (higher risks get more resources) Consistent approach via toolboxes and checklists (automate standardization but allow flexibility for the exceptions) Program Management Plan Alignment of budget structure, organizational structure, WBS, implementation strategies, and performance measures to create a clear performance cascade Defines schedule performance milestones and metrics Defines requirement for annual spend plans Establishes criteria for change control and defines the approval process Program/portfolio/project management system 9

10 WBS and Budget Alignment 10

11 New Program Management System 11

12 Results Fully successful Created key stakeholder understanding of what the program does and why that is important Linked specific results to invested resources Recognized as a program with sound project management Increased budget from $97M to $500M in 4 years Partly successful with these shortfalls Discovered secondary project management issues requiring additional training (e.g. data integrity) Rapid growth of budget with no growth in staff required existing personnel to take on more senior staff responsibility Restructuring could not fully convert to a geographical organization due to the technical complexities of the convert and remove goals and the result was a flexible matrix 12

13 Results Convert Total scope: 200 reactors converted or verified as shut down by 2022; 74 completed (37%) Prior to the actions mentioned, only 1-2 reactors were converted per year; 4-5 per year since Remove Total scope: 4,801 kilograms of HEU removed by 2016; 3,085 completed (64%) Prior to the actions mentioned, ~140 kilograms were removed per year; ~300 kilograms per year since Protect Total scope: ~8,500 vulnerable buildings with high-priority nuclear and radiological material protected by 2025; 1,009 completed (12%) Prior to the actions mentioned, ~25 buildings were secured per year; ~140 per year since 13

14 2010 PMI Distinguished Project Award 14

15 Questions? 15

16 Questions? 16