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Site management system executive summary report -- March 1995

Description: Performance data for March 1995 reflects a continued unfavorable schedule variance and favorable cost variance. The March fiscal-year-to-date (FYTD) schedule variance is an unfavorable $105.5M. EM-30 (Office of Waste Management) is the biggest contributor ($81.9 million) to the behind-schedule condition. The majority of the EM-30 schedule variance is associated with the Tank Waste Remediation System (TWRS) program. A breakdown of individual program performance is listed on page 6. The TWRS schedule variance totals a negative $63.0 million and is attributed to the delay in receiving key decision 0 (KD-0) for Project W-314, {open_quotes}Tank Farm Restoration and Safe Operations{close_quotes}; the delay in receiving KD-3 for Project W-320, {open_quotes}106-C Sluicing{close_quotes}; late deployment of the rotary and push mode sampling trucks due to equipment and operational issues; late placement of melter contracts; and the Multi-Function Waste Tank Facility (MWTF) workscope still being a part of the baseline. Class I change requests are in process to rebaseline the activities associated with KDs. An aggressive sampling schedule has been developed for the rotary and push mode sampling activity. Thirty-seven enforceable agreement milestones were schedule FYTD. Thirty-six (97 percent) of the thirty-seven were completed on or ahead of schedule and one (3 percent) is delinquent. The Department of Energy, Richland Operations Office entered into dispute resolution on April 7, 1995, for the delinquent milestone. Six (13 percent) of the 39 remaining enforceable agreement milestones scheduled for FY 1995 are forecast to be late. Additional information on these milestones can be found on pages 13 through 15. Performance data reflects a significant favorable $25.7 million (4 percent) cost variance. The majority of the cost variance is attributed to progress towards achievement of productivity commitment goals and is expected to continue for the remainder of this fiscal year.
Date: March 1, 1995
Creator: Schultz, E.A.
Partner: UNT Libraries Government Documents Department

Hanford Site performance summary -- EM funded programs, July 1995

Description: Performance data for July 1995 reflects a 4% unfavorable schedule variance and is an improvement over June 1995. The majority of the behind schedule condition is attributed to EM-30, (Office of Waste Management). The majority of the EM-30 schedule variance is associated with the Tank Waste Remediation System (TWRS) Program. The TWRS schedule variance is attributed to the delay in obtaining key decision 0 (KD-0) for Project W-314, ``Tank Farm Restoration and Safe Operations`` and the Multi-Function Waste Tank Facility (MWTF) workscope still being a part of the baseline. Baseline Change Requests (BCRs) are in process rebaselining Project W-314 and deleting the MWTF from the TWRS baseline. Once the BCR`s are approved and implemented, the overall schedule variance will be reduced to $15.0 million. Seventy-seven enforceable agreement milestones were scheduled FYTD. Seventy-one (92%) of the seventy-seven were completed on or ahead of schedule, two were completed late and four are delinquent. Performance data reflects a continued significant favorable cost variance of $124.3 million (10%). The cost variance is attributed to process improvements/efficiencies, elimination of low-value work, workforce reductions and is expected to continue for the remainder of this fiscal year. A portion of the cost variance is attributed to a delay in billings which should self-correct by fiscal year-end.
Date: July 1, 1995
Creator: Schultz, E.A.
Partner: UNT Libraries Government Documents Department

Site planning and integration fiscal year 1999 multi-year work plan (MYWP) update for WBS 1.8.2.1

Description: The primary mission of the Site Planning and Integration (SP and I) project is to assist Fluor Daniel Project Direction to ensure that all work performed under the Project Hanford Management Contract (PHMC) is adequately planned, executed, controlled, and that performance is measured and reported in an integrated fashion. Furthermore, SP and I is responsible for the development, implementation, and management of systems and processes that integrate technical, schedule, and cost baselines for PHMC work.
Date: October 1, 1998
Creator: SCHULTZ, E.A.
Partner: UNT Libraries Government Documents Department