1. NNSA Project Reviews NNSA Office of Project Analysis, Oversight, and Review (NA-APM-1.1) June 7, 2017
Dwight Henderson, Director
(301) // GTN A-119

2. APM-1.1 Origin, Mission, & Function
A mission support organization that ensures NNSA projects deliver safe, quality construction on budget.
Project Reviews are with us to stay
NNSA is required by DOE Order 413.3B to conduct reviews of Capital Asset Projects
NA-APM-1.1 was established in 2011 to address DOE/NNSA/ Congress/GAO concerns
Independent from the requirements owner (NA-10, 20, 50, etc.)
Independent from Project Execution (NA-APM-1, 20)
NNSA BOP identifies three (3) classes of reviews to meet these requirements:
Independent Project Reviews (IPRs),
Annual Peer Reviews (APRs), and
Technical Independent Project Reviews (TIPRs)
Responsible for reviews on Capital Asset Projects > the GPP threshold

3. NA-APM Organization Chart
Principal Deputy Administrator
NA-2
William ‘Ike’ White
Associate Administrator
NA-APM
Bob Raines
Office of Acquisition Management
NA-APM-10 Kim Gallegos
Office of Enterprise Project Management
NA-APM-20 Cameron Manning
MOX Project Management Office
NA-APM-1.4
Scott Cannon
UPF Project Management Office
NA-APM-1.3 Dale Christenson
CMRR Project Management Office
NA-APM-1.5 Everett Trollinger
Office of Project Analysis, Oversight and Review
NA-APM-1.1 Dwight Henderson 3

4. Planning for Project Reviews
APM-1.1’s Review Schedule is done annually, updated quarterly
Review Committees are staffed in a continuous process
Participate as a Review Subcommittee Member or as an Observer
Project Reviews are added and sometimes deleted from our schedule
FPD’s are responsible to make the dates work for them
Charge Memo will be prepared six (6) weeks prior to a review and sent to the Program Office and FPD for concurrence

7. Project Reviews by Calendar Year

8. Project Review Subcommittees: Areas of Focus
Project reviews allow opportunities for continuous improvement across these five (5) areas of focus.
Project Reviews help the FPD maintain confidence that project systems, processes, and technical efforts are integrated and effectively coordinated.
Reviews also ensure that the project is progressing in step with established baselines.
Project Review Committee led by Chairperson
1 Technical Subcommittee
2 Cost, Schedule, Risk (CSR) Subcommittee
3 Management and Acquisition (M&A) Subcommittee
4 Environment, Safety, Health and Quality Assurance (ESH&QA) Subcommittee
5 Commissioning Subcommittee
Project Team led by FPD/IPT
Feedback

9. Technical Subcommittee
Technology, design, and nuclear safety
Confinement and Ventilation/Containers
Design/Construction
Safety in Design
Fire Protection
Rad Protection
Nuclear Safety Basis
Construction Management
ALARA process
Hazards Analysis
Physical Security
Bulk Chemical Systems
Structural and Seismic, NPH
Engineering and Design
Civil/Structural
Electrical Power Systems, I&C
Construction Management
Technological Readiness
Criticality Safety
Chemical Safety
Mining Engineering
LEED and Sustainable Design

10. CSR Subcommittee Cost estimating Funding analysis Schedule estimating
Risk Identification and Management
Risk Analysis
EVMS

11. M&A Subcommittee Project Management Systems, Controls, and Planning
Subcontractor Management and Oversight
Capital Asset Acquisition
Acquisition Planning
Contract Administration
Long Lead Procurements
Experience working with IAs and other Federal partners (e.g., USACE)
Configuration Management and Document Control, Project Controls
Experience with contract types, including CPFF, CPIF, CPAF, FFP and T&M

12. ESH&QA Subcommittee Nuclear Quality (NQA-1) and Quality Assurance
Commercial Dedication and Grading
Environmental Management, NEPA
Permitting (NPDES, State and Local)
QA Programs and Procedures
Worker Safety and Health, Industrial Hygiene
Safeguards and Security
10 CFR 851

13. Cx Subcommittee Startup and Turnover Transition to Operations RCAPTS
Project Closeout
Demolition and Decommissioning (D&D)