Best Practices for Environmental Project Teams This page intentionally left blank Best Practices for Environmental Project Teams Stephen Massey Amsterdam • Boston • Heidelberg • London • New York • Oxford Paris • San Diego • San Francisco • Sydney • Tokyo Elsevier The Boulevard, Langford Lane, Kidlington, Oxford OX5 1GB, UK Radarweg 29, PO Box 211, 1000 AE Amsterdam, The Netherlands First edition 2011 Copyright # 2011 Elsevier B.V All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone (ỵ44) (0) 1865 843830; fax (ỵ44) (0) 1865 853333; email: permissions@elsevier.com Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/permissions, and selecting Obtaining permission to use Elsevier material British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging-in-Publication Data A catalog record for this book is available from the Library of Congress For information on all Elsevier publications visit our web site at elsevierdirect.com Printed and bound in Great Britain 11 12 13 14 10 ISBN: 978-0-444-53721-8 Contents Chapter 1: Best Practices for Environmental Project Teams Historical Overview of the Defense Environmental Restoration Program (DERP) and Lessons Learned National Economic Stimulus DoD Pressure to Decrease Studies and Increase Site Cleanups Measuring Performance DoD Contracting Obstacles to Accelerating Cleanup DoD Component Competition Single Technology Focus “Silver-Bullet” Technologies 10 Poor Technical Document Quality 10 Bigger Is Better 11 DERP ER Programs Shifts Focus to “Site Closeout” 11 New DERP ER Emphasis on “Remedial Process Optimization” 12 “Red and Unsustainable Remediation?” 13 DoD Components Expedite Technology Optimization Policies 13 New DoD ER Acquisition Strategy 15 Shift in Government and Contractor Quality Management 16 Green and Sustainable Remediation 16 Contractor Environmental Project Team Challenges 17 Environmental Restoration Project Manager, Inc 19 Chapter Overviews 19 Chapter 2: Understand Your Government Client Business Model 23 Business Model Elements 23 Constructing the Government ER Service Provider Business Model 24 NAVFAC Environmental Restoration (ER) Service Provider Business Model 25 Federal Requirements that Establish Basis for Environmental Restoration Programme 25 Programme policies 26 Navy Environmental Restoration Process and Progress Reporting Metrics 26 v vi Contents Navy Programme Progress Reports and Execution Plans 29 Navy Guidelines for Achieving Site Closeout 29 Navy ER Work Groups and Programme Initiatives 30 Green and Sustainable Remediation 32 Client Contract Vehicles for Procuring Environmental Restoration Services 33 Chapter 3: Implement a Flexible Environmental Quality Management System 35 Features of a Flexible Company EQMS 36 Company Level 36 Programme Level 39 Project Level 41 Contractor QA and QC Staffing 43 Performance-Based Program/Project Tutorial 45 Quality Control Plan 48 Work Processes 48 Monthly QC Report 49 Project Website 53 Functional Inspection Plan 54 FIP Implementation 55 Government Performance Assessment 56 Sample Project Performance Evaluation Policy 58 Chapter 4: Develop and Utilize User-Friendly Project Websites 61 Brief Synopsis of Microsoft SharePoint 61 Fine-Tuning the Role of Collaborative Project Websites: Simpler is Better 66 Understanding the Perception of Website Value from the User Perspective 67 Company Operations Managers 67 Customer RPM 68 Company Resource Organization Managers 69 Program Managers (and Project Management Office Managers) 69 Project Managers 69 Project Team Members 70 Website Organization 72 Obtaining your Project Websites 73 Project Websites Improve the Efficiency of Teaming 73 Project Website Templates 75 Key Website Features 76 Project Correspondence Log 77 Company and Client Policies that Prohibit Public Access to Project Information 81 Identify Website Location: Intranet or Extranet The Extranet Options Might be Provided by Your Company, and is the Only Option Provided by a Web-Hosting Provider 83 Contents vii Which Project Team Members Will Function as “Site Administrators?” 84 Three-Tier Website Structure: PMO, Base, Project Task Orders 84 Organize Project Website to Support Work Plan Development and Other Submittals Required Prior to Field Mobilization 85 Develop the Website “Required Records List” for the Project 86 Teach People How to Map the SharePoint Project Website to Their “My Network Places”, and Use Web Folders Option to Manage Files 89 Assist Analytical Laboratories with SharePoint 90 Partner with Your Government RPM to Provide Private Web Pages to Regulatory Agencies 90 Be Patient with Operations Managers and Other Senior Managers 91 Provide Project Team Members with Three-Ring Binders 92 Chapter 5: Developing Superior Proposals 95 Contractor Challenges 96 Lack of Awareness of Client Execution Plan 97 Limited Pre-RFP Activities 97 Lack of Time to Prepare a Proposal 99 Difficulty Defining and Estimating Project Scope 100 Lack of Time for Competitive Bid Process 100 Obtaining Internal Risk Board Approval 101 Providing a Competitive Price 101 Government Land Mines 102 RFP Language that Shifts Legal Risk to the Contractor 103 How Governments can Improve the Prices and Value They Obtain on Fixed-Price, Performance-Based MACs 112 Government Goals 113 Best Practices 122 BCT Culture Influence on Base Capture Plans 122 Contractor Base Capture System 124 Base Capture Plans 125 Site-Specific Capture Process 127 Proposal Development Process Improvement 128 Learn How Each Government Environmental Service Provider Agency Evaluates Proposals (Grading Process) 128 Avoid Using Proposal Content Boilerplates 133 Understand and Effectively Implement the Discriminator Discipline 134 Learn How to Feature the Most Important Win Theme: Flexibility 140 Design Proposal Sections in an “Evaluator-Friendly” Format 143 Replace the Popular Proposal Development Rule “Feature–Benefit–Proof” with “Feature–Benefit–Caused By–Proof” 144 viii Contents Chapter 6: Develop Superior Project Work Plans 147 The Five Predictable Stages of the Contractor Technical Document Quality Learning Curve on Major Environmental Restoration Programs 153 Contract Start up (Time Frame: Basic Contract Award Through Month 6) 153 Cause Drivers 154 Problem Recognition by Client (Month 6–9) 154 Cause Drivers 155 Contractor Response and Recovery Plan Development (Month 9–12) 155 Cause Drivers 156 Improvement Phase (Month 12–24) 156 Cause Drivers 157 Breakthrough (Month 36–60) 157 Cause Drivers 157 Summary 158 Lessons Learned and Best Practice Recommendations for Contractors 159 Screen New Employee Candidates for Their Technical Writing Skills 159 Accurately Estimate Work Plans and Other Technical Documents 160 Approach Technical Documents with the Same Degree of Commitment as Proposals 162 Sample Project Work Plan Development Interfaces 163 Sample Work Plan Development Process Flow 165 Inadequate Project Manager Planning Usually Leads to Various Inefficiencies 166 Managing Technical Document Development (Assignments, Tracking, and Status) 169 Technical Document (and Work Plan) Process Development Guidelines 172 Technical Authorship and Reviewer Guidelines During Document Preparation and Technical Reviews 174 Guidelines for Executive Summary for Final Reports 175 Establish Final Report Structure, Content, and Assignments Before the Project Mobilizes 177 Leadership Commitment 177 Chapter 7: Implement Rigorous Scope Management Tools 179 Process Overview 183 Base-Wide Risk Register 186 Project Scope Register 186 Scope Variance Communication Log 188 Contract Scope Mutual Understanding Meeting 190 Key Takeaway Points: Flexible Project Scope Management 191 Why are Government ER Service Providers Using These Fixed-Price, Performance-Based Multiple Award Contracts (PB-MACs) on Poorly Defined ER Scopes? 192 Contents ix Award Fee Is Not a Project Team Motivator 193 ă Base Tenant Clients Tend to Be Naıve with Project Scope 194 The Critical Importance of Timely Notification in Response to Problems 195 Role of the Field Work Variance 196 Field Work Variance Process 197 Request for Information 199 Managing Scope on Government Cost-Reimbursable Contracts for Environmental Remediation Services 200 Hypothetical Case Study: The Production-Driven Contractor 200 Misconception: Cost-Reimbursable Contracts Make It Easier to Manage Scope 205 Chapter 8: Effectively Control Field Work 207 Option 1: Develop Simplified QC Plan Based on a Popular Quality Standard 208 Option 2: Try Implementing the Three Phases of Control 208 Welcome to Environmental Project Work 211 Three phases of control ¼ Three phases of effective supervision 212 What my supervisors do? 212 What is a supervisor according to the Ontario ministry of labour? 213 Break the project scope into tasks 213 Develop, Implement, and Improve Checklists 218 Project Task Leader Involvement, Assignment, and Turnover 219 Project Organization 222 Lean Contractor project organizations 222 Task Leader QC Involvement 224 Guidelines for assigning Task Leader/QC/SSHO Specialists 225 Procedures for Performing the Three Phases of Control 226 QC Documentation 228 Project QC Forms that Support the Three Phases of Control Process 229 Preparatory Phase Checklist 229 Common Pitfalls 229 Sample Project Team Interfaces 230 Effectively Planning and Implementing the Three Phases of Control for Subcontracted Work 232 Chapter 9: Implement Cause Analysis to Generate Solutions 235 Practical Applications for Cause Analysis on Environmental Projects 238 Quality Control and Quality Assurance 239 Safety 240 Project Management 240 Response to Client Contract Deficiencies 241 Proposal Development 241 Screening Issues for Significance 242 Root Cause Analysis Misconceptions 244 Role of Cause Analysis in Risk Management 245 292 Chapter 10 contain acceptable criteria and consider risks The map charts an approach for improving forms and checklists Phase 4: Create Process Summary (for Each Process) The Process Summary has four columns: Process Step; Responsibilities; Documents (e.g enclosures, exhibits); and Time Frame (relative time requirements for task) The Process Summary appeals to people who don’t have time to read verbiage, which applies to 99% of the project team The Process Summary can eliminate the need for a procedure narrative It will become the “Go-To” document for project team users The document on the right in Figure 10.6 is an image in the Process Summary layout Phase 5: Improve Procedure Visuals and Training Aids In addition to the Process Summary, the other valuable enhancement to procedures are Exhibits such as examples of properly completed forms, computer screen shots, photos with annotations, video clips, and any other training aids that simplify learning These are the “examples” the project teams members seek when they are training or mentoring an individual Exhibits are especially valuable for software and database-related procedures Annotated screen shots can be generated using software such as “Snag-It” by TechSmith, and enhanced with annotations to emphasize the steps and key points Figure 10.6 Sample Flow Chart and Process Summary layout (right-hand side) Design User-Friendly Work Processes for Project Teams 293 User-Friendly Work Packages Many significant problems that plague Contractor project teams are traceable to routine “postaward hand-offs” that take place between the Contractor Project Manager and the Project Task Leader (i.e., someone who was not invited or unavailable in the project planning stage) The common phrase is “Lost in Translation” For example, the new Project Task Leader was not involved with the proposal, estimate, work plan, and client kick-off meeting Consequently, the Task Leader did not witness the client voicing their “hot buttons” (i.e., strong preferences, likes, dislikes) during the kickoff meeting, and hearing the importance of certain paragraphs in the awarded contract statement of work Fast-forward to the project (or major task) hand-off by the Project Manager, who attended the client kickoff meeting and assisted with the proposal He’s pleased to obtain the Task Leader who will manage his project because it’s only two weeks before the first scheduled field event Let’s say it’s a field sampling project for a client who must periodically sample their drinking water wells, reservoir and distribution points to comply with a drinking water permit The Project Manager conducts a teleconference with the new Task Leader to discuss the project assignment She will supervise two field sampling technicians The Project Manager mentions some important project requirements, describes the client hot buttons and concludes the phone call by saying, “I’ll e-mail you a link You can download all project-related information from the project website Please contact me if you have future questions.” The Project Manager then shifts his attention to the next task at hand, and the Task Leader departs to her next meeting Two months later the first client performance evaluation arrives It was written by the same client who attended the project kickoff meeting and harshly criticizes the Contractor project team for various actions and inactions The Contractor cause analysis identified multiple causes that point to a breakdown in communication between the Project Manager and the Task Leader who received the assignment Lesson Learned: Numerous Project Managers and Task Leaders deal with task hand-offs each day It’s inherent in the nature of environmental consulting and restoration work Rarely does a Project Manager, or Task Leader, experience the opportunity to be involved with a project from scoping through project closeout Many Project Managers seem to think that [Verbal Briefing þ “Download the files you need from the project website” ¼ Effective Project Turnover] The emergence of project websites elevated this problem to epidemic levels because most project websites not contain the basic customization required to effectively organize project files (e.g., too many files in a generic folder, such as the “Shared Documents” folder) Do not fall into the trap of transitioning important project assignments without a consistent and documented approach It does not need to be elaborate Figure 10.7 is a customized Sample Project Plan for a small sampling project For example, the Project Manager uses the Project 294 Chapter 10 Figure 10.7 Sample Project Plan for Small Field Sampling Project (obtain image file for proof) Design User-Friendly Work Processes for Project Teams 295 Plan to build and organize a user-friendly work package (3-ring binder) This is how things were commonly done 20 years ago Now electronic information is scattered all over the place (hard drives, network drives, CDs, USB drives, e-mail inboxes, websites, and the new buzzword: “clouds”) The work package has the Project Plan on top which is the roadmap to binder contents It includes requirement information, highlighted visual examples of client hot buttons, such as contract SOW sections, project site photos, or sample reports It also contains all the important client e-mails from the Project Manager’s e-mail Inbox that relate to the project The Project Manager briefing to the Task Leader involves discussing Project Plan elements including client hot buttons and reviewing flagged binder contents The Task Leader leaves with the binder, and now has a convenient reference tool If the Task Leader gets re-assigned two months later, the binder is transferred to the next Task Leader They not spend hours searching, viewing, downloading, and printing from the project website—and still wondering if all files have been located Please note an important theme to the Sample Project Plan The Task Leader is required to perform the three phases of control (Preparatory, Initial, Follow-Up) to confirm client satisfaction with their first performance cycle and first deliverable Why is this important? Regardless of how much the client strives to include their requirements in the SOW and express their hot buttons in the kickoff meeting, they tend to forget little things that influence their satisfaction This is especially common when the client was receiving a turnkey or full service experience from a previous service provider Sometimes these things will come to mind when they see their first deliverable, and rarely will these preferences represent a scope change Client feedback enables the Task Leader to fine-tune their process, checklist and binder with better visual examples By the way, this is one major reason why Government RPMs complain about Contractor Project Manager and Task Leader turnover, especially on a cost-plus contract Project Manager and Task Leader personnel transitions are commonly plagued with a long learning curve and late recognition of deficiencies Contractors commonly fail to effectively execute the transition The hand-off phenomena also applies to turnover among RPMs and regulatory agency personnel In most cases, the project life cycle represents a revolving door of various organizations and professionals That’s been a characteristic of our industry Project managers and professional technical staff routinely transition from one project to another with informal project indoctrination Inevitably, vital information, client knowledge and lessons learned get lost in translation Develop and implement user-friendly work packages to improve staff transitions, accelerate the learning curve, and obtain client feedback on the first performance cycle and deliverable This page intentionally left blank Index Note: Page numbers followed by f indicate figures and t indicate tables A Action causes, 254 Alternative Restoration Technology Team (ARTT) work group, 30 American Society for Quality (ASQ), 259 Ancog, Narciso, 215–216 ARTT work group See Alternative Restoration Technology Team work group ASQ See American Society for Quality B Barrier Analysis, 246 Base and realignment closure (BRAC), Base cleanup team (BCT) culture, 23–24 condition causes for, 265–268 proposal development, 122–124 BSGP, 122 competitors, 123–124 CSPs, 122–123 discriminator characteristics, 124 GESP, 122 partnering, 123 performance influences, 123 trust in, 123 Base Discriminator List, 126, 127 Base Government Service Provider (BGSP), 122 Base Risk Register, 126, 127 Base-Wide Risk Register, 183, 186 BCT culture See Base cleanup team culture Best practices in proposal development, 122–128 in work plan development, 159–163 candidate screening, 159–160 content organization in, 162 estimate accuracy in, 160–162 schedules for, under regulatory review, 161t technical document review, 162–163 Beveridge, James M, 140 BGSP See Base Government Service Provider BRAC See Base and realignment closure C CAR See Corrective action request Cause analysis, 235–274 case studies, 259, 268–270 cause maps, 235–236, 237 client concerns and, 250 in client contract deficiencies, 241 costs of, 250 culture as influence on, 260, 261f, 262–263 environmental project evolution, 261–262 297 environmental issues in, 250 event timeline, 243f facilitators, 256 fundamentals of, 248–257 problem definition, 248–250 importance of, 239–240 inadequate, consequences of, 240 introductory awareness training for, 272–274 Ishikawa Cause and Effect and, 246, 259–260 as iterative process, 238 map causes, 251–257 action causes, 254 CAR, 253 condition cause generation, 254–257 evidence tables, 252, 252t sequence generation, 251f mechanistic approaches, 264–268 mental risk registers, 263–264 methods, 246–248 misconceptions about, 244–245 single root cause, 244 plans for, 271–272 checklist for, 271–272 practical applications for, 238–242 quality assurance, 239–240 quality control in, 239–240 in project management, 240–241 challenges in, 243f in proposal development, 241–242 quality control and, 250 revenue and, 250 298 Index Cause analysis (Continued) in risk evaluation, 245–246, 250 in risk management, 245–246 knowledge area, 245 risk registers, 245f root, 235–236 safety and, 240, 250 schedules, 250 scientific method and, 236f background research in, 236 flow chart in, 237 hypothesis construction, 236–237 screening issues, 242–243 solution identification in, 258–259 control hierarchy as part of, 258–259 sponsor of, 271 support construction for, 272 in technology operations, 250 in work plan development, 149 Cause mapping, fixed-price MACs, 112, 113f, 116 CEB See Contracts Evaluation Board CERCLA See Comprehensive Environmental Response; Compensation; and Liability Act CLEAN contractors, 7–8 Clinton, Bill, Company operations managers, web sites, 67–68 Compliance matrix in proposal development process, 133 in work plan development, 149 Comprehensive Environmental Response, Compensation, and Liability Act (CERCLA), 3–4 contaminated sites remediation, 29t government compliance under, milestones, 8t restoration phases, 6, 7f, 8t terminology, 8t US Navy and, as ER Service Provider, 29–30 Conceptual site model (CSM), 97 in work plan development, 151 Condition causes, 254–257 BCT culture, 265–268 Construction quality management (CQM), 35 Contaminated properties CERCLA, remediation processes, 29t DoD search for, obstacles to cleanup, 7–9 CLEAN contractors, 7–8 prescriptive technical packages, 7–8 RAC for, 8–9 silver-bullet technologies, 10 single technology focus, site cleanups of, 5–6 accelerated techniques, 11 technical document quality for, 10–11 UST sites, 29t Contract Scope Mutual Understanding Meeting, 183, 190 Contractor base capture system, 124–125, 125f base capture plans, 125–127 Base Discriminator List, 126, 127 Base Risk Register, 126, 127 document creation, 126 organization summary, 126 SharePoint and, 124 site-specific capture process, 127–128 checklist, 127f Contractor Service Providers (CSPs), 122–123 Contracts Evaluation Board (CEB), 130–131, 132 Corrective action request (CAR), 253 Cost-reimbursable contracts, 193, 194, 200–206 case studies, 200–205 FAR clauses, 206, 206f misconceptions about, 205–206 Cost-reimbursable plus award fee (CPAF), 7, 15 Cost-to-complete (CTC) for IRP, by US Navy, 30 Counter discriminators, 138 CPAF See cost-reimbursable plus award fee CQM See Construction quality management Crosby, Philip, 179 CSM See Conceptual site model CSPs See Contractor Service Providers CTC See Cost-to-complete Culture, cause analysis influenced by, 260, 261f, 262–263 environmental project evolution, 261–262 Customer complaint records, 50f, 51, 52–53 D DCNs See Document control numbers Decision documents, 119 Defense Environmental Restoration Account (DERA), 3–4 milestones, 8t Defense Environmental Restoration Program (DERP), See also Green and Sustainable Remediation contractor quality management, 16 DENIX and, EPA, 2–3 funding levels, 4f GSR, 16–19 historical overview, 2–4 milestones, 12f remedial process optimization, 12–13 RUR, 13 site closeouts, 11–12 DENIX See DoD Environment; Safety; Occupational Health Network and Information Exchange Department of Defense (DoD) See also Environmental restoration Index Department of Defense (DoD) (Continued) CERCLA and, 3–4 component agencies, competition between, guidance literature, 15 Navy policies, 13–15 technology optimization policies, 13–15 contaminated property search by, DENIX and, DERP and, 2–4 as driver of change, as ER service provider, acquisition strategy, 15–16 measures of merit, milestones, 6, 12f risk reduction, site progress, national economic stimulus under, obstacles to cleanup, 7–9 CPAF, phases, 8t site cleanups by, 5–6 team challenges, 17–19 SVE systems, 11 terminology, 8t DERA See Defense Environmental Restoration Account DERP See Defense Environmental Restoration Program Discriminators Base Discriminator List, 126, 127 in BCT culture, characteristics of, 124 in proposal development process, 134–140 awards basis, 136f counter discriminators, 138 exploiters and, 138 flow charts and, 139 identification of, 139–140 matrix format conversion, 138, 140 samples, in key areas, 136–137 technical procedures for, 137f win themes, 137–138, 140 Document control numbers (DCNs), 53–54 in project correspondence logs, 77, 79 DoD See Department of Defense DoD Environment, Safety, and Occupational Health Network and Information Exchange (DENIX), Due diligence proposal development contractor challenges, 98–99 fixed-price MACs, 121 E Economic stimulus, under DoD, EMS See Environmental Management System Environmental cleanup industry, Environmental Management System (EMS), 17 ISO-14001, 17, 40f Environmental Protection Agency (EPA), 2–3 work plan development within, 149 Environmental Protection Specialist (EPS), 38–39 Environmental quality management system (EQMS), 35–60 in construction trade, 41–42 contractor managers, 43–45 quality assurance support, 45 control process phases, 43 CQM, 35 customer complaint record, 50f, 51, 52–53 documentation for, 42–43 EPS, 38–39 FAR revisions, 48 FIP for, 48, 52f, 54 audit checklists, 55 flexibility of, 36 at company level, 36–39 features, 36–43 pipeline transfers, 38–39 flowcharts, 38f GSR trends, 35–36, 39 infrastructure features, 42 299 ISO-9001, 36, 37 ISO-14001, 36, 37 PAPs, 35, 55f, 56–57 flow charts, 56–57, 57f key for, 57f tables, 58f worksheets, 58f PBCs, 35 PB-MACs, 35 PBSA, 35 performance management systems, 44f performance-based contracts, 46t transitions to, 51 performance-based programs, 45–57 PMOs, 39 programme level documents, 39–40 project correspondence log, 53–54 project levels, 41–43 as project-specific, 41 subcontractors, 41–43 project tutorials, 45–57 project web sites, 53–54 PWS in, 46–47, 47f QASP, 35 quality control plans, 46, 48 corrective action summaries, 51 reports, 49–53, 49f RPMs, 48–49 sample, 37f staffing for, 43–45 checklists, 40f SVE documentation for, 42–43 web site organization, 72 work processes, 48–49 Environmental Restoration, Project Manager, Inc (ERPMI), 19 Environmental restoration (ER), See also Green and Sustainable Remediation contractor quality management, 16 DoD, acquisition strategy, 15–16 CPAF contracts, 15 PB-MACs, 15–16 300 Index Environmental restoration (ER) (Continued) DoD search policy, ERPMI, 19 in government client business model, 23 GSR, 16–19 National Technical Symposium for, 147 obstacles to cleanup, 7–9 CLEAN contractors, 7–8 prescriptive technical packages, 7–8 RAC for, 8–9 RPMs, silver-bullet technologies, 10 single technology focus, site cleanups in, 5–6 accelerated techniques, 11 technical document quality for, 10–11 by US Navy, 26–29 ARTT work groups, 30 under CERCLA, 29–30 CTC, 30 execution plans, 29–33 IR/GIS work groups, 30, 33 MR work groups, 31 NIRIS, 33 NMCI, 32 OPT work groups, 31–32 phases, 27t procurement of services, 33 progress reports, 29–33 RAW group, 31 under RCRA, 29–30 site closeout guidelines, 29–30 software for, 32 UST programmes, 26–30 work groups, 30–32 web site collaboration, 72f work plan development for, 147–178 best practices recommendations for, 159–163 breakthrough phase, 157 cause analysis in, 149 compliance matrix in, 149 contract start up, time frame for, 153–154 contractor response in, 155–156 CSM in, 151 document quality, 148 elements of, 150 EPA, 149 for final reports, 175–178 flexibility of, 152 flow charts in, 151–152 history of, 147 improvement phase, 156–157 interfaces, sample, 163–165, 163f problem recognition in, by client, 154–155 process flow, sample, 165–168, 166f project managers in, 166–168 recovery plans in, 155–156 ROD documents, 150 stages, 153 as stand-alone documents, 150 technical approach, 151, 152f technical documents, 169–172 TOWER approach in, 149 treatment maps, 151–152 EPA See Environmental Protection Agency EPS See Environmental Protection Specialist EQMS See Environmental quality management system ER See Environmental restoration ERPMI See Environmental Restoration; Project Manager, Inc Extranet web sites, 61, 70–71 F Failure Modes and Effect Analysis, 246 FAR revisions See Federal Acquisition Regulations revisions Fault Tree Analysis, 246 Federal Acquisition Regulations (FAR) revisions, 48 in cost-reimbursable contracts, 206, 206f Field work, control of, 207–233 environmental projects and, applicability to, 213–218 phases of control, 226–228 basic guidelines, 230 checklists, 209f, 229 common pitfalls, 229–230 documentation, 231 follow-up, 228 implementation of, 208–210, 232–233 initial, 227–228, 231, 233 inspection as part of, 231, 232 for off-site works, 228 options for, 209 planning of, 232–233 preparatory, 226–227, 230 project forms, 229 quality standards, 208 subcontracted tasks, 232–233 supervisory, 212 surveying in, 230 utility clearance, 230 control procedures, 217f duties in, 224–226 responsibilities within, 224–226 sample, 216f table of contents for, sample, 218f Task Leader/SSHO Specialists, 224–226 supervisors, 212–213 supervisory phases, 212 three phases of inspection, 215f Field work variance (FWV), 196–197 process, 197–199 delays under, 197–198 ripple effects in, 198, 199 Scope-Register, 198 FIP See Functional Inspection Plan Fixed-price MACs, 69, 96 assumptions in, 121 cause mapping, 112, 113f, 116 contract options, 118 decision documents, 119 due diligence, 121 flexible performance-based scope, 119, 121 government goals, 112, 113–122 Index Fixed-price MACs (Continued) less contractor-perceived risk, 114 liquidated damages, 114–115 scope management, 192–193 cost-reimbursable contracts, 193 history of, 193 solution opportunities, 120–121 value improvements for, 112–122 Fixed-price performance-based contracts, 194 Functional Inspection Plan (FIP), EQMS, 48, 52f, 54 audit checklists, 55 implementation, 55–56 FWV See Field work variance G Geographic Information System (GIS) databases, 97 GESP See Governmental Environmental Service Provider GIS databases See Geographic Information System databases Government client business model, 23–33 BCT culture, 23–24 contractor knowledge, trifecta of, 23–24, 24f RPMs, 24 site-specific intelligence, 24 ER Service Provider, 23 construction of, 24–25 federal requirements for, 25 GSR directives, 32 NAVFAC, 25–26 progress reporting metrics, 26–29 SRT, 32 for US Navy, 26–29 UST programmes, 26–27 NMCI, 32 Governmental Environmental Service Provider (GESP), 122 proposal development process improvement for, 128–145 scope management, 180 Green and Sustainable Remediation (GSR), 16–19 EMS, 17 EQMS and, 35–36, 39 in government client business models, 32 ITRC and, 16 SRT, 16–17 SURF, 16 H hazard identification, 258 hazardous waste treatment, case study, 268–270 Health and Safety Plan, 39, 74, 162, 167 for specific sites, 41 hierarchy of controls, 258 I Independent government estimate (IGE), 96 Information technology (IT), 61 Installation Restoration Program (IRP), 1, CTC for, Installation Restoration/Geographic Information System (IR/ GIS) work groups, 30, 33 Interstate Technology & Regulatory Council (ITRC), 16, 247 Intranet, NMCI, 32 IR/GIS work groups See Installation Restoration/ Geographic Information System work groups IRP See Installation Restoration Program Ishikawa Cause and Effect, 246, 259–260 ISO-9001, 37, 283 EQMS, 36 standards, 37 task-orientation in, 38 ISO-14001, 17, 37, 40f EQMS, 36 standards, 37 IT See Information technology ITRC See Interstate Technology & Regulatory Council 301 L Lay, Elizabeth, 207 life cycle cost analysis, 14, 23 liquidated damages, fixed price MACs, 114–115 M Mach, Richard, 11 MACs See Multiple Award Contracts Manuscript Routing Sheet (MRS), 168 Master Records List, 86, 87f Media storage, in project correspondence logs, 81 Mental risk registers, 263–264 Microsoft SharePoint, 61–67, 62f collaborations within, 64f productivity obstacles, 66 contractor base capture system, 124 design chronology in, 64 disadvantages of, 64 e-mail attachments, 65–66 features, 74–75 frozen applications, 65 generations of, 63f home page template, 61–62 initial project development, 75 IP traffic, 65 late adopters of, 73 Quick Launch bar, 62 ratings for, 70 rental of, 73 security firewalls, 65 usage costs, 62–64 user-friendly software issues for, 70 web site customization, 74–75 web site mockup, 76f Microsoft Visio, 151 Military Munitions Response Program (MMRP), MR work groups See Munitions Response work groups MRS See Manuscript Routing Sheet Multiple Award Contracts (MACs), 95 fixed-price, 69, 96 302 Index Multiple Award Contracts (MACs) (Continued) assumptions in, 121 cause mapping, 112, 113f, 116 contract options, 118 decision documents, 119 due diligence, 121 flexible performance-based scope, 119, 121 government goals, 112, 113–122 less contractor-perceived risk, 114 liquidated damages, 114–115 solution opportunities, 120–121 value improvements for, 112–122 Munitions Response (MR) work groups, 31 My Network Places, 90 N National Technical Symposium, for ER, 147 Naval Facilities Engineering Command (NAVFAC), government client business models for, 25–26 federal requirements, 25–26 programme policies, 26 Navy, US as ER Service Provider, 26–29 ARTT work groups, 30 under CERCLA, 29–30 CTC, 30 execution plans, 29–33 IR/GIS work groups, 30, 33 MR work groups, 31 NIRIS, 33 NMCI, 32 OPT work groups, 31–32 phases, 27t procurement of services, 33 progress reports, 29–33 RAW group, 31 under RCRA, 29–30 site closeout guidelines, 29–30 software for, 32 UST programmes, 26–30 work groups, 30–32 Navy Marine Corps Intranet (NMCI), 32 O Optimization (OPT) work groups, 31–32 P PAPs See Performance Assessment Plans PBCs See Performance-Based Contracts PB-MACs See Performance-Based, Multiple Award Contracts PBSA See Performance-Based Service Acquisition Performance assessment plans (PAPs), 35, 55f, 56–57 EQMS flow charts, 56–57, 57f key for, 57f tables, 58f worksheets, 58f Performance work statement (PWS) in EQMS, 46–47, 47f PB-MACs, 15–16 Performance-Based, Multiple Award Contracts (PB-MACs), 15–16 EQMS, 35 PWS, 15–16, 47 scope management, 192–193 cost-reimbursable contracts, 193 history of, 193 Performance-Based Contracts (PBCs), 35 Popek, Emma, 216 Program Management Organization (PMO), EQMS, 39 proposal development and, 95 web site teams, 67 project correspondence logs, 84–85 Program managers, web sites, 69 Project correspondence logs, 195–196 DCNs, 53–54 EQMS, 53–54 web site projects, 77–93 action plans, 92 analytical lab support, 90 client policies, 81–83 communication exchange, 77–78 company policies, 81–83 contracts, 78 as custom database list, 78–79 data entry fields, 80f DCNs, 77, 79 dispute resolution in, 78 edit in data sheet function, 89f field mobilization, 85 folder options, 89–90 government partnerships, 90–91 location identity of, 83–84 manager support, 91–92 Master Records List, 86, 87f media storage, 81 member document binders for, 92–93 My Network Places, 90 negotiations in, 78 plan files, 77f planning considerations for, 80–81 PMOs, 84–85 as public, 82 regulatory agency compliance, 81, 90–91 required records list, 86–89 security policies, 81 site administrators, 84 spreadsheets, 92 tiered structure, 84–85 work plan developments, 85 Project management office managers, 69 Project web sites See Web sites, for projects Proposal development, 95–145 See also Contractor base capture system; Fixed-price MACs administration costs, 112 BCT culture, 122–124 Index Proposal development (Continued) BSGP, 122 competitors, 123–124 CSPs, 122–123 discriminator characteristics, 124 GESP, 122 partnering, 123 performance influences, 123 trust and, 123 best practices in, 122–128 cause analysis in, 241–242 contract requirements, 111 contractor base capture system in, 124–125, 125f base capture plans, 125–127 SharePoint and, 124 site-specific capture process, 127–128 contractor challenges, 96–102 client execution plans, 97 competitive bid process as, timing constraints for, 100 competitive pricing, 101–102 due diligence as, 98–99 pre-funding, 97–99 price volume limits, 99 project scope parameters, 100 Risk Board Review and, 101 technical volume limits, 99 time constraints, 99–100 costs of, 95 CSM, 97 discriminators in, 134–140 awards basis, 136f counter discriminators, 138 exploiters and, 138 flow charts and, 139 identification of, 139–140 matrix format conversion, 138, 140 samples, in key areas, 136–137 technical procedures for, 137f win themes, 137–138, 140 evaluator-friendly formats, 143–144 feature-benefit-proof in, 144–145 fixed-price MACs, 69, 96 assumptions in, 121 cause mapping, 112, 113f, 116 contract options, 118 decision documents, 119 due diligence, 121 flexible performance-based scope, 119, 121 government goals, 112, 113–122 less contractor-perceived risk, 114 liquidated damages, 114–115 solution opportunities, 120–121 value improvements for, 112–122 flexibility in, 106, 140–143 case studies in, 141–143 GIS databases, 97 government land mines, 102–112 anomaly density, 109 contaminant quantities, 108 contamination types, 108 Risk Board Review, 105 site conditions, 108–109 work plans, 109 IGE in, 96 improvement process for, 128–145, 130f CEB, 130–131, 132 compliance matrix in, 133 content boilerplates, avoidance of, 133–134 discriminator implementation, 134–140 GESP, 128–145 site-specific capture plan checklist, 129f TEB, 130–131 MACs, 95 fixed-price, 69, 96 meetings for, 109–110 negative productivity in, 108–109 options supplement in, 106–107 PMO and, 95 project team vulnerability, 110–112 ripple effect tasks, 110 risk evaluation in, 107 risk management in, 107 risk pendulum, 95 risk-sharing, 105–106 303 sampling plans, 105–106 SAP, 111 scope of, 107 SOW in, 102 TOs, 95 PWS See Performance work statement Q QA Surveillance Plan (QASP), 35 Quality assurance support, 45 Quality control plans EQMS, 46, 48 corrective action summaries, 51 reports, 49–53, 49f control procedures, 217f sample, 216f table of contents for, sample, 218f Task Leader/SSHO Specialists, 224–226 identification of, 225 preparatory meetings under, 225 R RAC See Remedial Action Contract RAW group See Risk Assessment Work group RCRA See Resource Conservation and Recovery Act RD/RAWP See Remedial Design/ Remedial Action Work Plan Record of decision (ROD) documents, 102 in work plan development, 150 Red and unsustainable remediation (RUR), 13 Remedial Action Contract (RAC), 8–9 Remedial Design/Remedial Action Work Plan (RD/RAWP), 102 Remedial project managers (RPMs) customer, on web sites, 68 EQMS, 48–49 ER, in government client business models, 24 304 Index Remedial project managers (RPMs) (Continued) silver-bullet technologies and, 10 Requests for information (RFIs), 196, 199–200 create to document for, 200 purpose of, 200 sample form, 199f Required records list, 86–89 Resource Conservation and Recovery Act (RCRA), US Navy, as ER Service Provider, 29–30 Resource organization managers, web sites, 69, 71 RFIs See Requests for information Riley, Lou, 275 Ripple effect tasks, 110 Risk Assessment Work (RAW) group, 31 Risk Board Reviews, for proposal development, 101, 105 Risk evaluation cause analysis in, 245–246, 250 in proposal development, 107 user-friendly work process attributes, 279–281 Risk pendulum, 95 Risk registers Base Risk Register, 126, 127 Base-Wide, 183, 186 in cause analysis, 245f mental, 263–264 ROD documents See Record of decision documents RPMs See Remedial project managers RUR See Red and unsustainable remediation S Safety, cause analysis and, 240, 250 Sampling and analysis plan (SAP), 111 SARA See Superfund Amendments and Reauthorization Act ScienceBuddies.org, 235 scientific method background research in, 236 cause analysis and, 236f flow chart in, 237 hypothesis construction, 236–237 Scope management, for projects, 179–206 award fees, 193–196 base tenant clients, 194–195 baseline guidelines, 180 Base-Wide Risk Register, 183, 186 characterization data for, 181 communication process, 183 Base-Wide Risk Register, 186 Contract Scope Mutual Understanding Meeting, 190 Scope Variance Communication Log, 183–185, 188–190, 190f Scope-Register, 183–185, 186–188 contract option process, 182f Contract Scope Mutual Understanding Meeting, 183, 190 cost contingencies in, 181 cost-reimbursable contracts, 193, 194, 200–206 case studies, 200–205 FAR clauses, 206, 206f misconceptions about, 205–206 fixed-price contract management, 181 performance-based, 194 flexible, 191–192 FWV in, 196–197 process, 197–199 Scope-Register, 198 for GESP, 180 no-cost modifications in, 181 PB-MACs, 192–193 cost-reimbursable contracts, 193 history of, 193 problem notification, timeliness of, 195–196 process overview, 183–185 communication theme, 183 contract requirements, 185 flow chart, 183, 184f plans, 183 risk management in, 183 timeline, 185 Project Correspondence log, 195–196 RFIs, 196, 199–200 create to document for, 200 purpose of, 200 sample form, 199f Scope Variance Communication Log, 183–185, 188–190, 190f as adjustment tool, 189 communication tracking with, 189 function of, 188 generation of, 189 risk assessment in, 189 scope monitoring and, 188 Scope-Register, 183–185, 186–188 generation of, 187 sample, 187f SOW in, 183 work plan revisions in, 181 Scope of work (SOW) legal risks in, 103–112 performance-based, 103, 104 project objectives in, 104f in proposal development, 102 RD/RAWP in, 102 record of decision in, 102 remedial action in, 102 in scope management, 183 UST for, 102 Scope Variance Communication Log, 183–185, 188–190, 190f as adjustment tool, 189 communication tracking with, 189 function of, 188 generation of, 189 risk assessment in, 189 scope monitoring and, 188 Scope-Register, 183–185, 186–188, 198 generation of, 187 sample, 187f Index Security policies Microsoft SharePoint firewalls, 65 for web site projects, 81 Service providers See Base Government Service Provider; Contractor Service Providers; Governmental Environmental Service Provider SharePoint See Microsoft SharePoint Silver-bullet technologies for contaminated properties, 10 RPMs and, 10 Single technology focus, UST sites, 9–10 Site cleanup See Contaminated properties Site closeouts, 11–12 under US Navy, guidelines for, 29–30 Six Sigma, 247 Soil Vapour Extraction (SVE) systems, 11 EQMS documentation for, 42–43 SOW See Scope of work SRT See Sustainable Remediation Tool Superfund See Comprehensive Environmental Response; Compensation; Liability Act Superfund Amendments and Reauthorization Act (SARA), 3–4 SURF See Sustainable Remediation Forum Sustainable Remediation Forum (SURF), 16 Sustainable Remediation Tool (SRT), 16–17 in government client business models, 32 SVE systems See Soil Vapour Extraction systems T Tamashiro, Gerald, 215–216 Task Leader/SSHO Specialists, 224–226 305 identification of, 225 preparatory meetings under, 225 Task orders (TOs), 95 Technical Evaluation Board (TEB) function, 131 structure, 131 TOs See Task orders Total quality management (TQM), 179 TOWER approach, in work plan development, 149 TQM See Total quality management software exhibits, 292 training aids, 292 visual improvements, 292 endorsements for, 283 implementation of, 283–284 litigation and, as protection from, 278–279 ownership by program, 283–285 procedural details in, 285–286 procedure revisions, 284 review cycle in, 284–285 UST sites See Underground storage tank sites U V Underground storage tank (UST) sites, 9–10 contamination site remediation, 29t SOW for, 102 US Navy programmes, 26–30 User-friendly work processes, 275–295 attributes, 275, 276f acceptance criteria, 280 for A-groups, 275–276 for B-groups, 276 for C-groups, 276–277 contract opportunities, 277–278 descriptions, 277–288 for performance improvement metrics, 281–283 remediation, 282 risk evaluation, 279–281 for technology performance, 282 case studies, 286–288 components, 285–288 as database-friendly, 282 design improvement approaches, 288–295, 288f component segments, 288–290 form improvement, 290–292, 291f prioritization as part of, 290 procedure narratives, 288 process summary, 290, 292, 292f Visio, Microsoft, 151 W Web sites, for projects See also Extranet web sites; Intranet, NMCI; Microsoft SharePoint bandwidth, 70–71 collaborations, 66–67 within Microsoft SharePoint, 64f company operations managers, 67–68 competency, 74 customer RPMs, 68 development of, 61–93 EQMS, 53–54 in ER companies, 72f extranet, 61, 70–71 features, 76–77 Quick Launch bar, 61–62 organization, 72–75 EQMS, 72 PMO teams, 67 program managers, 69 project correspondence logs, 77–93 action plans, 92 analytical lab support, 90 client policies, 81–83 communication exchange, 77–78 company policies, 81–83 contracts, 78 as custom database list, 78–79 306 Index Web sites, for projects (Continued) data entry fields, 80f DCNs, 77, 79 dispute resolution in, 78 edit in data sheet function, 89f field mobilization, 85 folder options, 89–90 government partnerships, 90–91 location identity of, 83–84 manager support, 91–92 Master Records List, 86, 87f media storage, 81 member document binders for, 92–93 My Network Places, 90 negotiations in, 78 plan files, 77f planning considerations for, 80–81 PMOs, 84–85 as public, 82 regulatory agency compliance, 81, 90–91 required records list, 86–89 security policies, 81 site administrators, 84 spreadsheets, 92 tiered structure, 84–85 work plan developments, 85 project management office managers, 69 project team members, 70–71 file uploading, 70 rental of, 73 resource organization managers, 69, 71 team efficiency, 73–75 templates, 75–76 value perception of, from user perspective, 67 Why-Why charts, 246 Win themes, in proposal development process, 137–138 flexibility in, 140–143 Work plan development, in ER, 147–178 best practices recommendations for, 159–163 candidate screening, 159–160 content organization in, 162 estimate accuracy in, 160–162 schedules for, under regulatory review, 161t technical document review, 162–163 breakthrough phase, 157 cause drivers in, 157 cause analysis in, 149 compliance matrix in, 149 contract start up, time frame for, 153–154 cause drivers in, 154 contractor response in, 155–156 cause drivers in, 156 CSM in, 151 document quality, 148 elements of, 150 EPA, 149 for final reports, 175–178 assignment establishment, 177 checklists, 176f content in, 177 leadership commitment for, 177–178 structure establishment, 177 flexibility of, 152 flow charts in, 151–152 history of, 147 improvement phase, 156–157 cause drivers in, 157 interfaces, sample, 163–165, 163f timelines, 164f problem recognition in, by client, 154–155 cause drivers in, 155 process flow, sample, 165–168, 166f project managers in, 166–168 e-mail communications, 167 MRS, 168 notifications by, 168 recovery plans in, 155–156 cause drivers in, 156 ROD documents, 150 stages, 153 breakthrough, 157 contract start up, time frame for, 153–154 contractor response, 155–156 improvement, 156–157 problem recognition, by client, 154–155 recovery plans, 155–156 as stand-alone documents, 150 technical approach, 151, 152f technical documents, 169–172 authorship guidelines, 174–175 best practices recommendations for, 162–163 format consistency, 175 graphics, 175 images in, 175 informal, 169 objective clarification in, 175 process guidelines, 172–173 readability, 174 reference review, 175 reviewer identification, 174 sample process summary, 173f supportive information in, 174 terminology review in, 175 titles, 174 tracking spreadsheets, 169 web-based management systems, 169, 170f workspace creation, 174 TOWER approach in, 149 treatment maps, 151–152 ... CHAPTER Best Practices for Environmental Project Teams The goal of Best Practices for Environmental Project Teams is to help Contractor project teams continuously improve competitiveness and performance.. .Best Practices for Environmental Project Teams This page intentionally left blank Best Practices for Environmental Project Teams Stephen Massey Amsterdam • Boston •... contracts and avoid disaster projects that erase slim profits from other projects?” Best Practices for Environmental Project Teams DOI: 10.1016/B97 8-0 -4 4 4-5 372 1-8 .0000 1-4 # 2011 Elsevier B.V All