Privatization and Other Post-Contract Reform Project Delivery Methods: What Works Best and Why

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This paper explores the successes and failures of privatization and other contract reform initiatives within the DOE Weapons Complex over the past seven years. The paper concludes that the successes and failures of these project delivery methods depend largely on the risks attendant with the project itself. For example, where the wastes to be remediated defy characterization and the technology is innovative, the Department ordinarily should bear most of the risk, and some specie of cost-reimbursable contracting should be employed. On the other hand, where the risks are readily quantifiable and the technology is proven, more of the risk and ... continued below

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9 pages

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Person, J. C. February 27, 2003.

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This article is part of the collection entitled: Office of Scientific & Technical Information Technical Reports and was provided by UNT Libraries Government Documents Department to Digital Library, a digital repository hosted by the UNT Libraries. More information about this article can be viewed below.

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Description

This paper explores the successes and failures of privatization and other contract reform initiatives within the DOE Weapons Complex over the past seven years. The paper concludes that the successes and failures of these project delivery methods depend largely on the risks attendant with the project itself. For example, where the wastes to be remediated defy characterization and the technology is innovative, the Department ordinarily should bear most of the risk, and some specie of cost-reimbursable contracting should be employed. On the other hand, where the risks are readily quantifiable and the technology is proven, more of the risk and responsibility can and should be placed on the contractor. This form of risk transference runs the continuum from lump-sum contracting to design/build, to privatization, depending on the circumstances. The preferred contracting form, however, is not dictated solely by project-related risk. Onto this risk must be overlain a set of risks that derive from the project management capabilities and the institutional biases of the oversight M&O or M&I contractor. Foremost among this additional set of risks is the ability of the oversight contractor to employ a level of contractual interface that is commensurate and proportionate with the selected project delivery method.

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9 pages

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  • Waste Management 2003 Symposium, Tucson, AZ (US), 02/23/2003--02/27/2003

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  • Report No.: none
  • Office of Scientific & Technical Information Report Number: 827132
  • Archival Resource Key: ark:/67531/metadc787842

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Creation Date

  • February 27, 2003

Added to The UNT Digital Library

  • Dec. 3, 2015, 9:30 a.m.

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  • April 27, 2016, 1:38 p.m.

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Person, J. C. Privatization and Other Post-Contract Reform Project Delivery Methods: What Works Best and Why, article, February 27, 2003; Tucson, Arizona. (digital.library.unt.edu/ark:/67531/metadc787842/: accessed August 17, 2017), University of North Texas Libraries, Digital Library, digital.library.unt.edu; crediting UNT Libraries Government Documents Department.