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Title: MANAGING ENGINEERING ACTIVITIES FOR THE PLATEAU REMEDIATION CONTRACT - HANFORD

Abstract

In 2008, the primary Hanford clean-up contract transitioned to the CH2MHill Plateau Remediation Company (CHPRC). Prior to transition, Engineering resources assigned to remediation/Decontamination and Decommissioning (D&D) activities were a part of a centralized engineering organization and matrixed to the performing projects. Following transition, these resources were reassigned directly to the performing project, with a loose matrix through a smaller Central Engineering (CE) organization. The smaller (10 FTE) central organization has retained responsibility for the overall technical quality of engineering for the CHPRC, but no longer performs staffing and personnel functions. As the organization has matured, there are lessons learned that can be shared with other organizations going through or contemplating performing a similar change. Benefits that have been seen from the CHPRC CE organization structure include the following: (1) Staff are closely aligned with the 'Project/facility' that they are assigned to support; (2) Engineering priorities are managed to be consistent with the 'Project/facility' priorities; (3) Individual Engineering managers are accountable for identifying staffing needs and the filling of staffing positions; (4) Budget priorities are managed within the local organization structure; (5) Rather than being considered a 'functional' organization, engineering is considered a part of a line, direct funded organization; (6)more » The central engineering organization is able to provide 'overview' activities and maintain independence from the engineering organizations in the field; and (7) The central engineering organization is able to maintain a stable of specialized experts that are able to provide independent reviews of field projects and day-to-day activities.« less

Authors:
Publication Date:
Research Org.:
Hanford Site (HNF), Richland, WA (United States)
Sponsoring Org.:
USDOE Assistant Secretary for Environmental Management (EM)
OSTI Identifier:
1004621
Report Number(s):
CHPRC-01190-FP Rev 0
TRN: US1100629
DOE Contract Number:  
DE-AC06-08RL14788
Resource Type:
Conference
Resource Relation:
Conference: WM2011 WASTE MANAGEMENT CONFERENCE DOE 03/07/2011 THRU 03/11/2011 PHOENIX AZ
Country of Publication:
United States
Language:
English
Subject:
22 GENERAL STUDIES OF NUCLEAR REACTORS; DECOMMISSIONING; PERSONNEL; WASTE MANAGEMENT; HANFORD ENGINEERING DEVELOPMENT LABORATORY

Citation Formats

KRONVALL CM. MANAGING ENGINEERING ACTIVITIES FOR THE PLATEAU REMEDIATION CONTRACT - HANFORD. United States: N. p., 2011. Web.
KRONVALL CM. MANAGING ENGINEERING ACTIVITIES FOR THE PLATEAU REMEDIATION CONTRACT - HANFORD. United States.
KRONVALL CM. Fri . "MANAGING ENGINEERING ACTIVITIES FOR THE PLATEAU REMEDIATION CONTRACT - HANFORD". United States. https://www.osti.gov/servlets/purl/1004621.
@article{osti_1004621,
title = {MANAGING ENGINEERING ACTIVITIES FOR THE PLATEAU REMEDIATION CONTRACT - HANFORD},
author = {KRONVALL CM},
abstractNote = {In 2008, the primary Hanford clean-up contract transitioned to the CH2MHill Plateau Remediation Company (CHPRC). Prior to transition, Engineering resources assigned to remediation/Decontamination and Decommissioning (D&D) activities were a part of a centralized engineering organization and matrixed to the performing projects. Following transition, these resources were reassigned directly to the performing project, with a loose matrix through a smaller Central Engineering (CE) organization. The smaller (10 FTE) central organization has retained responsibility for the overall technical quality of engineering for the CHPRC, but no longer performs staffing and personnel functions. As the organization has matured, there are lessons learned that can be shared with other organizations going through or contemplating performing a similar change. Benefits that have been seen from the CHPRC CE organization structure include the following: (1) Staff are closely aligned with the 'Project/facility' that they are assigned to support; (2) Engineering priorities are managed to be consistent with the 'Project/facility' priorities; (3) Individual Engineering managers are accountable for identifying staffing needs and the filling of staffing positions; (4) Budget priorities are managed within the local organization structure; (5) Rather than being considered a 'functional' organization, engineering is considered a part of a line, direct funded organization; (6) The central engineering organization is able to provide 'overview' activities and maintain independence from the engineering organizations in the field; and (7) The central engineering organization is able to maintain a stable of specialized experts that are able to provide independent reviews of field projects and day-to-day activities.},
doi = {},
journal = {},
number = ,
volume = ,
place = {United States},
year = {2011},
month = {1}
}

Conference:
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