Peer review is an essential component of engineering practice and other scientific and technical undertakings. Peer reviews are conducted to ensure that activities are technically adequate, competently performed, and properly documented; to validate assumptions, calculations, and extrapolations; and to assess alternative interpretations, methodologies, acceptance criteria, and other aspects of the work products and the documentation that support them. Effective peer reviews are conducted in an environment of mutual respect, recognizing the contributions of all participants. Their primary objective is to help the project team achieve its goals. Reviews also contribute to quality assurance, risk management, and overall improvement of the management process. The U.S. Department of Energy (DOE) conducts different types of peer reviews at the different stages of a project, including reviews to assess risks and other factors related to design, safety, cost estimates, value engineering, and project management. Independent project reviews (IPRs) are conducted by federal staff not directly affiliated with the project or program and management and operations (M&O) contractors. External independent reviews (EIRs) are overseen by the Office of Engineering and Construction Management and conducted by contractors external to the department. EIRs are the primary focus of this report. However, the committee found that, in many cases, IPRs are explicitly used as preparation for or as preliminary reviews prior to EIRs. Thus, because IPRs are integral to the review process in DOE, they are also discussed because they might have an effect on EIRs. In October 2000, DOE issued Order 413.3, Program and Project Management for the Acquisition of Capital Assets (DOE, 2000). The order established a series of five critical decisions (CDs), or major milestones, that require senior management review and approval to ensure that a project satisfies applicable mission, design, security, and safety requirements: approve mission need, approve alternative selection and cost range, approve performance baseline, approve start of construction, and approve start of operations or project closeout. Assessment of the Results of External Independent Reviews for U. S. Department of Energy Projects summarizes the results.
Peer review is an essential component of engineering practice and other scientific and technical undertakings. Peer reviews are conducted to ensure that activities are technically adequate, competently performed, and properly documented; to validate assumptions, calculations, and extrapolations; and to assess alternative interpretations, methodologies, acceptance criteria, and other aspects of the work products and the documentation that support them. Effective peer reviews are conducted in an environment of mutual respect, recognizing the contributions of all participants. Their primary objective is to help the project team achieve its goals. Reviews also contribute to quality assurance, risk management, and overall improvement of the management process. The U.S. Department of Energy (DOE) conducts different types of peer reviews at the different stages of a project, including reviews to assess risks and other factors related to design, safety, cost estimates, value engineering, and project management. Independent project reviews (IPRs) are conducted by federal staff not directly affiliated with the project or program and management and operations (M&O) contractors. External independent reviews (EIRs) are overseen by the Office of Engineering and Construction Management and conducted by contractors external to the department. EIRs are the primary focus of this report. However, the committee found that, in many cases, IPRs are explicitly used as preparation for or as preliminary reviews prior to EIRs. Thus, because IPRs are integral to the review process in DOE, they are also discussed because they might have an effect on EIRs. In October 2000, DOE issued Order 413.3, Program and Project Management for the Acquisition of Capital Assets (DOE, 2000). The order established a series of five critical decisions (CDs), or major milestones, that require senior management review and approval to ensure that a project satisfies applicable mission, design, security, and safety requirements: approve mission need, approve alternative selection and cost range, approve performance baseline, approve start of construction, and approve start of operations or project closeout. Assessment of the Results of External Independent Reviews for U. S. Department of Energy Projects summarizes the results.
Twelve years into the Comprehensive Everglades Restoration Project, little progress has been made in restoring the core of the remaining Everglades ecosystem; instead, most project construction so far has occurred along its periphery. To reverse ongoing ecosystem declines, it will be necessary to expedite restoration projects that target the central Everglades, and to improve both the quality and quantity of the water in the ecosystem. The new Central Everglades Planning Project offers an innovative approach to this challenge, although additional analyses are needed at the interface of water quality and water quantity to maximize restoration benefits within existing legal constraints. Progress Toward Restoring the Everglades: The Fourth Biennial Review, 2012 explains the innovative approach to expedite restoration progress and additional rigorous analyses at the interface of water quality and quantity will be essential to maximize restoration benefits.
The Everglades ecosystem is vast, stretching more than 200 miles from Orlando to Florida Bay, and Everglades National Park is but a part located at the southern end. During the 19th and 20th centuries, the historical Everglades has been reduced to half of its original size, and what remains is not the pristine ecosystem many image it to be, but one that has been highly engineered and otherwise heavily influenced, and is intensely managed by humans. Rather than slowly flowing southward in a broad river of grass, water moves through a maze of canals, levees, pump stations, and hydraulic control structures, and a substantial fraction is diverted from the natural system to meet water supply and flood control needs. The water that remains is polluted by phosphorus and other contaminants originating from agriculture and other human activities. Many components of the natural system are highly degraded and continue to degrade. Progress Toward Restoring the Everglades is the sixth biennial review of progress made in meeting the goals of the Comprehensive Everglades Restoration Plan (CERP). This complex, multibillion-dollar project to protect and restore the remaining Everglades has a 30-40 year timeline. This report assesses progress made in the various separate project components and discusses specific scientific and engineering issues that may impact further progress. According to Progress Toward Restoring the Everglades, a dedicated source of funding could provide ongoing long-term system-wide monitoring and assessment that is critical to meeting restoration objectives. This report examines the implications of knowledge gained and changes in widely accepted scientific understanding regarding pre-drainage hydrology, climate change, and the feasibility of water storage since the CERP was developed.
The Department of Energy (DOE) is engaged in numerous multimillion- and even multibillion-dollar projects that are one of a kind or first of a kind and require cutting-edge technology. The projects represent the diverse nature of DOE's missions, which encompass energy systems, nuclear weapons stewardship, environmental restoration, and basic research. Few other government or private organizations are challenged by projects of a similar magnitude, diversity, and complexity. To complete these complex projects on schedule, on budget, and in scope, the DOE needs highly developed project management capabilities. This report is an assessment of the status of project management in the Department of Energy as of mid-2001 and the progress DOE has made in this area since the National Research Council (NRC) report Improving Project Management in the Department of Energy (Phase II report) was published in June 1999.
In 1997, Congress, in the conference report, H.R. 105-271, to the FY1998 Energy and Water Development Appropriation Bill, directed the National Research Council (NRC) to carry out a series of assessments of project management at the Department of Energy (DOE). The final report in that series noted that DOE lacked an objective set of measures for assessing project management quality. The department set up a committee to develop performance measures and benchmarking procedures and asked the NRC for assistance in this effort. This report presents information and guidance for use as a first step toward development of a viable methodology to suit DOE's needs. It provides a number of possible performance measures, an analysis of the benchmarking process, and a description ways to implement the measures and benchmarking process.
On June 15, 2011, the Air Force Space Command established a new vision, mission, and set of goals to ensure continued U.S. dominance in space and cyberspace mission areas. Subsequently, and in coordination with the Air Force Research Laboratory, the Space and Missile Systems Center, and the 14th and 24th Air Forces, the Air Force Space Command identified four long-term science and technology (S&T) challenges critical to meeting these goals. One of these challenges is to provide full-spectrum launch capability at dramatically lower cost, and a reusable booster system (RBS) has been proposed as an approach to meet this challenge. The Air Force Space Command asked the Aeronautics and Space Engineering Board of the National Research Council to conduct an independent review and assessment of the RBS concept prior to considering a continuation of RBS-related activities within the Air Force Research Laboratory portfolio and before initiating a more extensive RBS development program. The committee for the Reusable Booster System: Review and Assessment was formed in response to that request and charged with reviewing and assessing the criteria and assumptions used in the current RBS plans, the cost model methodologies used to fame [frame?] the RBS business case, and the technical maturity and development plans of key elements critical to RBS implementation. The committee consisted of experts not connected with current RBS activities who have significant expertise in launch vehicle design and operation, research and technology development and implementation, space system operations, and cost analysis. The committee solicited and received input on the Air Force launch requirements, the baseline RBS concept, cost models and assessment, and technology readiness. The committee also received input from industry associated with RBS concept, industry independent of the RBS concept, and propulsion system providers which is summarized in Reusable Booster System: Review and Assessment.
The Office of Science and Technology (OST) of the U.S. Department of Energy's (DOE's) Office of Environmental Management (EM) recently has instituted a peer review program that uses the American Society of Mechanical Engineers (ASME), with administrative and technical support provided by the Institute for Regulatory Science (RSI), to conduct peer reviews of technologies (or groups of technologies) at various stages of development. OST asked the NRC to convene an expert committee to evaluate the effectiveness of its new peer review program and to make specific recommendations to improve the program, if appropriate. This is the first of two reports to be prepared by this committee on OST's new peer review program. OST requested this interim report to provide a preliminary assessment of OST's new peer review program. In the final report, the committee will provide a more detailed assessment of OST's peer review program after its first complete annual cycle.
Natural gas, composed mostly of methane, is the cleanest of all the fossil fuels, emitting 25-50% less carbon dioxide than either oil or coal for each unit of energy produced. In recent years, natural gas supplied approximately 20-25% of all energy consumed in the United States. Methane hydrate is a potentially enormous and as yet untapped source of methane. The Department of Energy's Methane Hydrate Research and Development Program has been tasked since 2000 to implement and coordinate a national methane hydrate research effort to stimulate the development of knowledge and technology necessary for commercial production of methane from methane hydrate in a safe and environmentally responsible way. Realizing the Energy Potential of Methane Hydrate for the United States evaluates the program's research projects and management processes since its congressional re-authorization in 2005, and presents recommendations for its future research and development initiatives.
A nuclear weapon or a significant quantity of special nuclear material (SNM) would be of great value to a terrorist or other adversary. It might have particular value if acquired from a U.S. facility-in addition to acquiring a highly destructive tool, the adversary would demonstrate an inability of the United States to protect its nuclear assets. The United States expends considerable resources toward maintaining effective security at facilities that house its nuclear assets. However, particularly in a budget-constrained environment, it is essential that these assets are also secured efficiently, meaning at reasonable cost and imposing minimal burdens on the primary missions of the organizations that operate U.S. nuclear facilities. It is in this context that the U.S. Congress directed the National Nuclear Security Administration (NNSA)-a semi-autonomous agency in the U.S. Department of Energy (DOE) responsible for securing nuclear weapons and significant quantities of SNM-asked the National Academies for advice on augmenting its security approach, particularly on the applicability of quantitative and other risk-based approaches for securing its facilities. In carrying out its charge, the committee has focused on what actions NNSA could take to make its security approach more effective and efficient. The committee concluded that the solution to balancing cost, security, and operations at facilities in the nuclear weapons complex is not to assess security risks more quantitatively or more precisely. This is primarily because there is no comprehensive analytical basis for defining the attack strategies that a malicious, creative, and deliberate adversary might employ or the probabilities associated with them. However, using structured thinking processes and techniques to characterize security risk could improve NNSA's understanding of security vulnerabilities and guide more effective resource allocation.
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