The acquisition process is of such importance to DOE projects that a basic Acquisition Strategy must be developed and then be continuously reviewed to ensure that it is both being properly implemented and that it always reflects current project needs. Initially the strategy is a top-level description of proposed project activities required to produce a system or project. There should be sufficient detail to enable Department decision-makers reporting to the SAE to assess whether it makes good business sense, effectively implements laws and policies and reflects the Governments priorities. The strategy, which subsequently be reflected in an Acquisition Plan, is required for all projects; however, its complexity and content will be tailored to the project’s size and technical requirements. In the case of smaller and less technically demanding projects it may be sufficient to combine the strategy and plan requirements in a single document.
Once the strategy has been approved it will become the basis for the Acquisition Plan which contains the more detailed procurement strategies and supporting assumptions by which a system, project or product is obtained by the Government. An Acquisition Plan is required for all acquisitions greater than $1M. The Plan is initially prepared in advance of the Project Execution Plan (PEP) but may subsequently become included as a key element of the PEP. As acquisition planning matures through the project’s phases the acquisition strategy is reviewed and periodically updated.
Replaced/Superseded by document(s)
Many talents and skills are expected and required of a project manager and the supporting project team. This is because this group of people is expected to successfully manage a project from pre-concept to turnover to the user within established scope, schedule, and budget baselines. In addition, when completed, the project is expected to meet all mission objectives, design requirements, and operating criteria. When viewed realistically, the project manager and the project team have (during the life cycle of a project) managed a major corporation in microcosm. All of the efforts and requirements associated with successfully managing a large corporation are embodied in a project.
DOE Order 413.X and DOE Manual 413.X have been prepared and provided to guide and assist the project manager and project team in successfully completing their project. These documents provide a summary and overview of the policies, procedures, and requirements that must be met for a project to be completed within scope, schedule, and cost baselines. This Practices document elaborates on the information contained in the Order and the Manual by providing supplementary information that, although not required, is recommended to improve DOE’s ability to manage projects.