Description
In 1956, Anthony F. C. Wallace published a paper called "Revitalization Movements" [1] to describe how cultures change themselves. A revitalization movement is a "deliberate, organized, conscious effort by members of a society to construct a more satisfying culture"
OAKRIDGE NATIONALLABORATORY
MANAGED BY UT-BATTELLE FOR THE DEPARTMENT OF ENERGY
ORNLITM-20001174
OAK RIDGE NATIONAL LABORATORY
FACILITIES REVITALIZATION PROJECT PROJECT MANAGEMENT PLAN
July 2000
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UT-BATTELLE
ORNL-27 (4-00) +._
ORNL/TM-2000/174
OAK RIDGE NATIONAL LABORATORY FACILITIES REVITALIZATION PROJECT PROJECT MANAGEMENT PLAN
July 2000
Prepared by OAK RIDGE NATIONAL LABORATORY Oak Ridge, Tennessee37831-6302 managed by UT-Battelle, LLC for the U.S. DEPARTMENT OF ENERGY under contract DE-AC05OOOR22725
CONTENTS LISTOFFIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..v . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
ACRONYMS AND ABBREVIATIONS
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix 1. PROJECT SCOPE .................................................... 1.1 PROJECT VISION/MISSION .................................... 1.2 FACILITIES REVITALIZATION PROJECT SCOPE ................. 1.3 PROJECT MANAGEMENT PLAN PURPOSE ..................... 1 1 1 .2
2. ORGANIZATIONAL RESPONSIBILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 2.1 SUMMARY .................................................. . 2.2 UT-BATTELLE LEADERSHIP TEAM ........................... .2 2.3 DIRECTOR OF FACILITIES AND OPERATIONS .................. .2 2.4 FACILITIES REVITALIZATION PROJECT TEAM ................. .3 2.5 FACILITIES AND OPERATIONS STRATEGIC PLANNING ......... .3 2.6 FACILITIES AND OPERATIONS ENGINEERING DIVISION ........ .5 2.7 RESEARCH AND DEVELOPMENT (R&D) AND SUPPORT DIVISIONS ................................................ . 2.8 FACILITIES REVITALIZATION PROJECT STEERING COMMITTEE .............................................. . 2.9 SUBCONTRACTOR SUPPORT ................................. .7 3. PROJECT APPROACH ............................................... 3.1 PROJECT APPROACH, SEQUENCING, AND WORK BREAKDOWN STRUCTURE .............................................. 3.1.1 WBS 1.1 -ProjectPlanningBasis ......................... 3.1.2 WBS 1.2 - Facility Deactivation and Consolidation ............ 3.1.3 WBS 1.3 - New Facilities Development .................... .7 . .8 8 11
4. PROJECT PLANNING BASIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 5. FACILITY DEACTIVATION AND CONSOLIDATION .................... 5.1 OVERVIEW.. ............................................. 5.2 INVENTORY OF CURRENT FACILITIES (WBS 1.2.1) ............. 5.3 FACILITY CONSOLIDATION (WBS 1.2.2) ....................... 5.4 FACILITY DEACTIVATION (WBS 1.2.3) ........................ 5.5 FACILITY TRANSITION (WBS 1.2.4) ........................... 14 ..14 14 14 15 15
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6. NEW FACILITIES DEVELOPMENT .................................... 6.1 OVERVIEW OF NEW FACILITY ACQUISITION AND CONSTRUCTION PROCESS ................................ 6.2 ANALYSIS, ASSESSMENT, AND PLANS ........................ 6.3 QUALITY ASSURANCE ...................................... 6.4 BASELINE, PROJECT, AND CONFIGURATION CONTROL ....... 6.5 DESIGN AND DESIGN REVIEWS .............................. 6.6 CONSTRUCTION MANAGEMENT ............................. 6.7 PROJECT CLOSEOUT/TRANSITION TO OPERATIONS ...........
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7. PRELIMINARY PROJECT SCHEDULE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Appendix A. Draft Outline of the ORNL StrategicFacilities Plan . . . . . . . . . . . . . . . A-l
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LIST OF FIGURES 2.1 3.1 3.2 4.1 7.1 Facilities Revitalization Project Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Sequencediagram for the Facilities Revitalization Project . . . . . . . . . . . . . . . . . . 9 Third level WEB for the Facilities Revitalization Project . . . . . . . . . . . . . . . . . . 10 Fourth level WBS for the Facilities Revitalization Project . . . . . . . . . . . . . . . . . 12 Preliminary project schedule for the Facilities Revitalization Project . . . . . . . . . 19
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ACRONYMS AND ABBREVIATIONS Architect/Engineer Associate Laboratory Director ComprehensiveEnvironmental Response,Compensation, and Liability Act Community ReuseOrganization of East Tennessee U.S. Department of Energy Environmental Management environmental, safety, and health environmental, safety, health, and quality Facilities Revitalization Project general plant project line item project Memorandum of Understanding National Environmental Policy Act No Further Investigation National Priorities List Oak Ridge National Laboratory project managementplan researchand development Record of Decision surveillance and maintenance Safety and Health Evaluation and Support Team Spallation Neutron Source University of Tennessee work breakdown structure
ALD CERCLA CROET DOE EM ES&H ESH&Q FRP GPP LIP MOU NEPA NFI NPL ORNL PMP R&D ROD S&M SHEST SNS UT WBS
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EXECUTNE
SUMMARY
The Facilities Revitalization Project (FRP) has been established at Oak Ridge National Laboratory (ORNL) to provide new and/or refurbishedresearchand support facilities for the Laboratory’s science mission. The FRP vision is to provide ORNL staff with world-class facilities, consolidatedat the X-10 site, with the first phaseof construction to be completed within five years. The project will utilize a combination of U.S. Department of Energy (DOE), State of Tennessee,and private-sector funds to accomplish the new construction, with the facilities requirementsto be focusedon supportof the ORiVLInstitutional Plan. This FRP Project Management Plan has been developedto provide the framework under which the project will be conducted.It is intendedthat the FRP will be managedas a programmatic office, with primary resources for execution of the project to be obtained from the responsibleorganizationswithin ORNL (Engineering,Procurement,StrategicPlanning, etc.). The FRP Project Management Plan includes a definition of the project scope, the organizational responsibilities, and project approach,including detailed Work Breakdown Structure (WBS), followed by more detailed discussionsof eachof the main WBS elements: Project Planning Basis, Facility Deactivation and Consolidation, and New Facilities Development. Finally, a generaldiscussionof the overall project schedule and cost tracking approach is provided.
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1. PROJECT SCOPE 1.1 PROJECT VISION/MISSION The overall vision of the Facilities Revitalization Project (FRP) is to provide ORNL staff with new world-class facilities, consolidated at the X- 10 site, that lay the foundation for ORNL’s scientific excellenceinto the twenty-first century.This vision is to be accomplished through a structuredproject approachto facilities planning, refurbishment and consolidation, and new construction in accordancewith the DOE-approved OWL Institutional Plan. The mission of the FRP team is to accomplish that vision within a five-year time frame, utilizing a combination of DOE, Stateof Tennessee, and private-sectorfinancing in the most efficient manner, complying with all appropriate contractual,.environmental, safety, and health (ES&H) regulations in every phase of the project. 1.2 FACILITIES REVITALIZATION PROJECT SCOPE
In support of the FRP vision/mission defined above, UT-Battelle intends to combine the project planning and execution infrastructure alreadyin existenceat ORNL with the expertise and experience of the new facilities construction recently completed by Battelle at Pacific Northwest National Laboratory. Under this strategy,the FRP is responsible for:
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Preparing an ORNL Strategic Facilities Plan that outlines the overall approach of the facilities development and reusestrategy and defines the unifying architectural and best energy management practices for the new facilities. . Developing and implementing an exit strategyfor nonstrategic ORNL facilities at X-l 0 or off-site locations (including Y-l 2), placing thosefacilities in a “cheap-to-keep” mode, and transferring those facilities to the appropriateDOE program for final disposition. Constructing new facilities that leverage investments from DOE and the State of Tennessee. Acquiring new facilities through innovative approaches, using private-sectorfunding for construction, followed by ORNL leasing of that new space.
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Equally important, the FRP is NOT responsiblefor (1) routine divisional spacemanagement, allocation, and improvements; (2) ongoing Laboratory infrastructure capital improvements; and (3) overall site-wide land use planning. These responsibilities remain with the appropriate ORNL line organizations and the Facilities and Operations Strategic Planning organization, respectively.
1.3 PROJECT MANAGEMENT
PLAN PURPOSE
This Project Management Plan (PMP) defines the project scope, organizational responsibilities, project approach,and project planning basis for the entire FRP effort and outlines the details of the planned facilities consolidation and new facilities construction activities. This includes the identification of principal project participants and stakeholders, an outline of overall technical and quality objectives, the general methods of accomplishment, and the approachto meeting all ES&H requirements associatedwith this work scope.Also provided is a preliminary, upper-levelproject schedulefor execution of the FRP mission to provide an overall perspectiveon the time frame for this project. Follow-on, more detailed plans will be prepared covering specific topics (i.e., the ORNL Strategic Facilities Plan in September2000) or individual projects [i.e., the ConceptualDesign Reports for line item projects (LIPS)] as required for FRP execution.This PMP will be updated only when major changes in project scope or organizational roles and responsibilities have , occurred. 2. ORGANIZATIONAL 2.1 SUMMARY This section will define the general responsibilities of various personnel and organizations to assurethat both the new constructionactivities and the Laboratory consolidation activities are performed in the most safe, efficient, and economical manner. 2.2 UT-BATTELLE LEADERSHIP TEAM RESPONSIBILITIES
The UT-Battelle Leadership Team (http://www-internal.ornl.gov/ornlhome/ut~battelle/ utb- erg:.pdf) will provide the overall strategicdirection for the FRP. It will also provide the necessary overhead and other funding sources for activities in support of the project objective. The Leadership Team will provide selectedrepresentativesto participate on the FRP Steering Committee (Section 2.8). 2.3 DIRECTOR OF FACILITIES AND OPERATIONS
The Director of Facilities and Operations fhttn://www-internal.oml.gov/ornlhome/ ut-battelle/fo-ompdf) will be the overall approval authority for the FRP Project Management Plan. The Facilities and OperationsDirector will also (1) provide the necessary resourcesin support of the FRP and (2) presentany FRP issuesto the Leadership Team for discussion and resolution.
2.4 FACILITIES
REVITALIZATION
PROJECT TEAM
The Manager of the FRP will be accountable to the Director of Facilities and Operations for implementation of the FRP Project ManagementPlan. The Manager of the FRP will delegate certain responsibilities to those direct reports on the project team (Fig. 2.1). Specific responsibilities and deliverables include:
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Solicits and compiles facility needsfrom the Associate Laboratory Directors (ALDs) in conjunction with Facilities Strategic Planning. Develops and implements a Land Use and Lease Strategy for the acquisition of new construction. Develops an ORNL Strategic Facilities Plan. Develops a Private-SectorFinancing Strategy and Letters of Intent for new facilities. Evaluates Bethel Valley Road options and integrates those options into the ORNL Strategic Facilities Plan.
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Develops specific Memoranda of Understanding (MOUs) and statementsof work with key project participants and subcontractorsin support of project objectives. Is responsible for placing surplusORNL facilities in a safe,compliant condition that will be at a minimum cost with minimum utilities, maintenance,and surveillance (“cheap-tokeep” mode). Managesgeneralplant projects(GPPs)and LIPS, Stateof Tennessee funded projects, and private-sector construction projects that are within the FRP scope. Acts as the liaison between the FRP Office and the Spallation Neutron Source (SNS). Servesas single point of contactbetween ORNL and the University of Tennessee(UT) School of Architecture and other subcontractorsor consultantsthat support the project.
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2.5 FACILITIES
AND OPERATIONS STRATEGIC PLANNING
The Facilities and Operations Strategic Planning Organization (httn://svrl .cmo.ornl.gov/ fosp/orgchtiorgchart.pdf) is a key element to the successof the FRP. Changes in roles, responsibilities, accountabilities,and authorities will be kept to a minimum. The strategy is to build on, and continually improve, existing processesto support the project objective. Specific responsibilities and deliverables for Strategic Planning include:
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Reviews ORNL’s spaceutilization, ORNL’s mission, and immediate and future business requirements to determine a facility’s need. 3
Engineering Division
TomEtheridae, ActingDirector
1-m I-
Facilities Revitalization Project Manager-Tim Myrick - - - VickyWallace, Secretary I m
Facilities and Operations Strategic Planning TonyMedley,Director
MatrixedSupport
ESH&Q(KarenDowner) Finance(MikeEmery) Legal(CrystalSchrof) Community Outreach (FredStrohl) Contracts (JimHolder)
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Facility Deactivationand Consolidation CarloMelbihess, ProjectManager
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New Facilities Development KeithDempsey, ProjectManager
UTArchitecture GraduateSchool ’ u I
MatrixedSupport Staff Supporting Contractors
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Su”E”ntt;d
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. MatrixedEvgineering and Other Support \
Fig. 2.1. Facilities Revitalization Project Team. *
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Facilitates the processto determine which buildings to vacate. Works with ORNL researchstaff to determine critical researchactivities and capabilities that require relocation and works with the FRP team to find suitable spaceto relocate. Documents what facility modifications are necessaryto relocate critical activities and occupants. Performs the fmal facility inspection and authorizes space charge termination when appropriate. Obtains DOE funding for required facilities modifications and relocations and provides this to the FRP Manager. Administers spacecharge back program. Identifies buildings that are surplus to ORNL and funds the disposition process. AND OPERATIONS ENGINEERING DIVISION
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2.6 FACILITIES
The primary roles of Engineering Division (http://www-intemal.ornl.gov/ORNL-En&) will be to (1) provide technical expertise in the development of functional design requirements and fmal specificationsfor all new construction activities covered under the FRP scopeand (2) assist,and in some casesmanage,the deactivation efforts of surplus facilities. Specific responsibilities and deliverables include:
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Provide matrixed project managers,designers,and Architect/Engineer (A/E) support on an as-neededbasis to support the FRP. Provide procurement and contract support on an as-neededbasis. Provide expertisein best energy managementpractices,as well as use recommendations for environmentally friendly construction material (recycled) that can be incorporated in the new facilities design in the most efficient and economical manner. (R&D) AND SUPPORT DIVISIONS
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2.7 RESEARCH AND DEVELOPMENT
The R&D and Support Divisions are critical components for successof the FRP. It is essential that these divisions share the FRP vision, that staff members provide clear and accurateinformation with regardto their own spaceutilization, that they provide innovative ideas and options with regard to their own consolidation potential, and that they support the proper implementation of ESH&Q principles in execution of the project. Specific responsibilities and deliverables of the R&D and Support Divisions include:
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Work with Facility and Operations Strategic Planning and FRP personnel to develop a comprehensivefacility consolidation and construction plan. 5
6 Plan and coordinate the movement of personnel, laboratories, and equipment from the facilities that are being vacated. Work with R&D staff to assureminimum impact to operations.
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Identify issues and potential constraints and communicate them to the FRP Manager. Work with the appropriate environmental compliance representativesto assure that environmental and waste management issuesare proactively addressed. Provide appropriate interface with Bechtel JacobsCompanyLLC on EM-related issues. Communicate priorities to R&D staff regarding vacancytiming. Assign property representatives to expedite disposition of controlled and expenseitems. Maintain operational control of the facility (via the currentbuilding manager)until final disposition. Assure that operational and compliance issues do not occur during the facilities construction or transition process,utilizing the Safetyand Health Evaluation and Support Team (SHEST), as appropriate. Assist with identification of surveillance and maintenance(S&M) activities necessary after facility shutdown.
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Organization charts for the R&D, ESH&Q, and Facility Operations directorates, which identify all of the involved R&D and Support Divisions involved directly or indirectly in the FRP execution, are available at the following URLs: Biological and Environmental Sciences h~p://www-intemal.oml.~ov/omlhome/ut~battelle/bes~orn.pdf Energy and Engineering Sciences httn://www-intemal.oml.Irov/omlhome/
ut-battelle/ ees-org.ndf
Environment, Safety, Health, and Quality httr,://www-intemal.oml.gov/omlhome/ut~battelle/esha_org.pdf Facilities and Operationshttp://www-intemal.oml.g;ov/omlhome/ut~battelle/fo~or~.pdf National Security htto://www-intemal.oml.~ov/omlhome/ut~battelle/ns~org.Ddf Physical and Computational Sciences httr,://www-intemal.oml.gov/ornlhome/ut_battelle/ncs_ora.I>df 6
2.8 FACILITIES
REVITALIZATION
PROJECT STEERING COMMITTEE
The primary purposeof the FRP SteeringCommittee is to provide guidance and review and approvedocuments,procedures,and significant milestones as defined in the FRP schedule. The committee will participate in the resolution of disputes that may arise on the project. Generally, the steering committee shall provide overview for the FRP activities. At the discretion of the steering committee chairman, items that cannot be resolved in this committee will be brought to the UT-Battelle Leadership Team for resolution. Jeff Smith - Chairman Herb Debban Lee Riedinger Tim Myrick StevePorter Billy Stair Greg Turner Tony Medley Jon Coddington (UT) 2.9 SUBCONTRACTOR SUPPORT The UT College of Architecture will initially assistthe FRP in producing the master plan and development concepts for the new ORNL campus. Other subcontractorsmay be selected during the project time line to assistwith planning and/or implementation of the FRP scope and will be managedwithin the appropriate program element as described in the following sections. 3. PROJECT APPROACH 3.1 PROJECT APPROACH, STRUCTURE SEQUENCING, AND WORK BREAKDOWN
The overall approachto project execution is to apply a structured,but graded, processto the two major components of the FRP: Existing Facilities Consolidation and New Facilities Construction. Current approvedpolicies and procedureswill be applied for the DOE-funded portions of the project (both facility transfers and capital construction) with modifications of those processesimplemented for the private-sector and State of Tennessee financed facilities improvements, as appropriate. Discussion of those expected process steps is provided in Sections 5 and 6 of this PMP. The ultimate goal of the FRP is to have existing strategic facilities at the X-10 site refurbished, and new facilities constructed, to allow consolidation of ORNL staff from off-site locations (including Y- 12) back to X- 10 and to provide much improved researchand 7
support infrastructure for the future of ORNL. The basic sequenceof steps involved in reaching that end point is outlined in Fig. 3.1. Obviously, eachof the high-level stepsin that sequence diagram will involve detailed planning and implementing processes, with technical and schedule interfaces between activities. Discussions of those details (as much as are known at this time) are provided in Sections 4 through 6. To guide the FRP project planning efforts, a basic WE% has been established and is presented in Fig. 3.2. This WE% will be followed in the definition of work scopeand the tracking of cost/schedulecommitments for the FRP. Changesto the WBS will be routinely made, as required to accommodate the project execution. Only if major WBS elements are added or eliminated will those changesbe documented in a revision to this PMP. A brief description of the content of each second-level WBS element is provided as follows, with details contained in Sections 4 through 6. 3.1.1 WBS 1.1 - Project Planning Basis This WEB element is designedto captureall of the upper-level planning for the FRP, to the point that strategicdecisions are madeto allow project executionunder the other two primary work elements: Facility Deactivation and Consolidation (Element 1.2) and New Facilities Development (Element 1.3). Under this work element, the FRP Project Management Plan (Element 1.1.1) is prepared and issued, as well as the overall master plan for the FRP, the ORNL Strategic Facilities Plan (Element 1.1.2). Other critical work elements include the development of ComprehensiveEnvironmental Response,Compensation,and Liability Act of 1980 (CERCLA) and National Environmental Policy Act (NEPA) documentation (Element 1.1.3) associated with the ORNL site and its relationship to this project. The remaining WE3Selements deal with any strategic decisions that must be made to allow the three principal methods of accomplishment for new facilities construction to proceed: use of Private-Sector Financing (Element 1.1.4), State of TennesseeConstructed Facilities (Element 1.1.5), and DOE Capital Projects (Element 1.1.6). 3.1.2 WBS 1.2 - Facility Deactivation and Consolidation The Facility Deactivation and Consolidation WEB will capturebRNL’s consolidationefforts and identify the disposition path of facilities that are determined surplus. This will include the Inventory of Existing Facilities Use and Conditions (Element 1.2.1). An overall Facility Consolidation Plan will be developedcapturing the ALDs’ prioritized needsto relocatestaff from Y-12 to X-l 0 and for consolidation efforts within the X-l 0 site (Element 1.2.2). For a facility that is determined surplus through the facility consolidation effort, one of two disposition paths will be used: (1) Facility Deactivation (Element 1.2.3)where a facility will be put in “cheap-to-keep” mode and transferred to DOE’s Environmental Management Program (DOE-EM) if the criteria are met, or (2) Facility Transition (Element 1.2.4) to another subcontractor or to an entity such as the Community Reuse Organization of East Tennessee(CROET).
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ORNL200044797B/asb
Determination
of
established
construction contractor selection
Private-sector-financed facilities construction complete
Fig. 3.1. Sequencediagram for the Facilities Revitalization Project.
I 1.O Facilities Revitalization Project
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1.1 Project Planning Basis
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1.2 Facility Deactivationand Consolidation I
Development
1.3.1 Landlord GPPand LI Projects
1.1.2ORNLStrategic FacilitiesPlan 1.I.3 CERCLAlNEPA Documentation 1.1.4 Private-Sector Financing 1.I.5 Stateof Tennessee ConstructedFacilities 1.I .6 DOECapital Proiects
1.2.2 Facility Consolidation 1.2.3 Facility Deactivation
1.3.2 Programmatic GPP and LI Projects 1.3.3 Stateof Tennessee Capital Projects 1.3.4 Private-SectorFinanced Projects
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Fig. 3.2. Third level WBS for the Facilities Revitalization Project.
1.3.7 Interfacewith ORNL Infrastructure I Projects I
3.1.3 WBS 1.3 - New Facilities Development The New Facilities Development WBS element will be used to track project planning and execution for eachof the seventypes of facilities development funding expected to be used for the FRP. Theseinclude Landlord and Programmatic GPPsand LIPS (Elements 1.3.1 and 1.3.2), Stateof Tennessee Capital Projects(Element 1.3.3),Private-Sector-FinancedProjects (Element 1.3.4), and the proposed Office of Science Modernization Line Item (Element 1.3.5). Important interactionswith companion construction efforts at and adjacent to ORNL will also be capturedthrough this WBS, the most important of which include the Interface with the SNS Project (Element 1.3.6) and the Interface with ORNL Infrastructure Improvement Projects (Element 1.3.7). 4. PROJECT PLANNING BASIS As statedearlier, this WBS elementis designedto accomplish all of the upper-level planning requirements for the FRP, to the point that strategic decisions are made to allow project execution under the other two primary work elements: Facility Deactivation and Consolidation (Element 1.2) and New Facilities Development (Element 1.3). Fig. 4.1 outlines the WBS elementsto the fourth level, identifying the primary planning topics and key deliverables that will be addressed under this WBS. In addition to the Project Management Plan (developed under WBS 1.1.l), the primary planning document guiding the consolidation and construction of new facilities at ORNL will be the ORNL StrategicFacilities Plan (WBS 1.1.2).This plan, outlined in Appendix A, will contain a current site description, including an inventory of current facilities with their condition and use. Based on that inventory, and detailed prioritized facility needs and consolidation input from the ORNL ALDs, an overall plan for staff and facilities consolidation will be developedand summarized. Arising from that consolidation planning effort, and input from the ALDs on new facilities needs,an understanding will evolve as to the number and type (i.e., administrative, laboratory) of new buildings required to support the Laboratory’s mission. The new facilities listing will identify the basic size, function, and special requirements of each facility, as well as the type of funding to be employed in accomplishing the construction (DOE, State of Tennessee,private-sector). Critical to the private-sector construction option will be the development of an acceptable land use and facilities leasestrategy, which will be outlined in the plan. Following identification of the scope of facilities consolidation and new construction, the ORNL Strategic Facilities Plan will presentthe masterplan for siting of facilities and integration of those facilities into the X- 10 site. The master plan will (1) address the architectural and energy management elements of an integrated campus, (2) include the ES&H considerations to be addressed during facilities development, and (3) outline the most viable options for project planning and Laboratory growth. One aspectof the growth strategy to be addressedis the option to relocate a portion of Bethel Valley Road. The ORNL Strategic Facilities Plan will also include a summary-level preliminary cost and schedulefor implementing the FRP.
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In parallel to the drafting of the ORNL StrategicFacilities Plan will be the accomplishment of specific task elementsthat support the plan. Theseinclude (1) resolution of the CERCLA statusand associatedrestrictions for new facilities developmentat ORNL and determination of the appropriateNEPA analysis for the proposedaction (WBS 1.1.3),(2) determination of the viability and specific approachfor private-sector construction of facilities (WBS 1.1.4), (3) definition of the scope and processto be employed for State of Tennesseeconstructed facilities (WBS 1.1.5), and (4) definition of the use of DOE GPP and LIP funds for the FRP and the roles/responsibilities of DOE and UT-Battelle staff in executing those capital projects. The key CERCLA determinationsto be made in concertwith DOE-EM and Bechtel Jacobs Company organizations include: .
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Determining the statusof the National Priorities List (NPL) andNo Further Investigation (NFI) designationsfor key locations on the ORNL site and understandingthe constraints that designateplaces for future development, Determining the status of the Bethel Valley and Melton Valley Records of Decision (RODS) on ORNL’s facilities consolidation and development plan and becoming specifically involved as a major stakeholder in that decision-making process in the coming year, and Determining the needfor and scopeof facility or site-specificMOUs with Bechtel Jacobs Company and/or DOE-EM related to the FRP execution.
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In parallel with the CERCLA evaluations,the appropriatelevel of NEPA documentation for the project will be determined and the processinitiated through the submittal of the first-step Environmental AssessmentDetermination. Follow-on documentation will be prepared by DOE, as required, with the full support of the FRP team. For the private-sector construction option expected to be critical to new facilities development, specific efforts to be made under this WBS element include (1) finalizing the land use strategy and facility lease approach for buildings to be constructedadjacent to the current ORNL site and (2) completing an ORNL-specific child care market evaluation to determine the viability of providing that capability close to the ORNL site. Based on the results of these efforts, specific letters of intent are expectedto be developed and signed. For State of Tennesseeor DOE constructed facilities, the approachesfor development of those facilities are more straightforward, as both governmental agencieshave well-defined processesfor construction project execution. For the FRP, under this WBS element, the principal issuesto be addressed revolve around how those processes will be integrated with private-sector facilities construction, what specific facilities are to be built through these funding sources, and how specific roles and responsibilities will be shared among UT-Battelle, DOE, and state personnel. Where appropriate, specific MOUs will be established (particularly with the state) to clearly define the roles and commitments of each party. 13
5. FACILITY 5.1 OVERVIEW
DEACTIVATION
AND CONSOLIDATION
The FRP strategy is to consolidate Laboratory operations into a set of core facilities at the X- 10 site and transfer nonstrategic,uneconomical, or underutilized facilities that no longer support ORNL’s mission to other parties.The WBS Element 1.2 (Fig. 4.1) covers this work scopeand is further discussed asfollows. The transferof excessfacilities could mean transfer to another contractor for alternateuse,transferto CROET, or, if the criteria are met, transfer of excess facilities to the DOE-EM Program. Facilities determined surplus that cannot be transferred must be placed in a state of minimum cost, with the minimum utilities, maintenance, and surveillance. 5.2 INVENTORY OF CURRENT FACILITIES (WBS 1.2.1)
The Melton Valley site, the Bethel Valley site, and Copper Ridge combined (also referred to as the X- 10 site) contain approximately 3.4 million gross squarefeet of building space. In addition, approximately 1.4 million grosssquarefeet of building spaceis at the Y- 12 site and is used by the Laboratory. Specific building data for ORNL facilities will be compiled from existing data basesinto a single project-specific data base that will be used to help develop exit and consolidation strategiesfor ORNL (WBS 1.2.1.1 through WBS 1.2.1.3). Some of the data bases to be accessedduring this process include: (1) the Facilities Information Management System,(2) the SpaceAllocation ManagementSystem,and (3) the Condition Assessment Survey System. 5.3 FACILITY CONSOLIDATION (WBS 1.2.2)
The FRP will work in conjunction with Facilities and Operations Strategic Planning, the ESH&Q organizations, and the R&D divisions to develop a comprehensive facility consolidation plan. The strategyof the overall plan will be to relocate ORNL staff from the Y-12 site and other remote locations, such as Commerce Park, to the X- 10 site and to consolidate existing operationswithin the X- 10 site. The first step in the consolidationprocesswill be to developa list of criteria that each facility will be evaluated against to assistthe FRP project team in the identification of nonstrategic buildings that should be vacated and placed in a state of minimum cost with minimum utilities in support of FRP objectives (WBS 1.2.2.1). Based on feedback from the ALDs, recent exit strategies, internal FRP assessments, and input from other key stakeholders, consolidation options for Y-12 and X-10 will be generated and prioritized. Once the consolidation options are prioritized, an overall Y-12 consolidation plan will be created, funded, and implemented (WBS 1.2.2.3). This will be a near-term deliverable since much of the information and scopehas already been developedthrough recent efforts. 14
The seconddeliverable will be a comprehensiveconsolidation plan within the X- 10 site that will relocate staff and activities out of high-cost, substandard,nonstrategic spaceand into newly renovatedlong-term strategicfacilities or new facilities constructedaspart of the FRP scope (WBS 1.2.2.4). This plan will take a much broader look at spaceutilization across ORNL at the X- 10 site and will be a much larger challenge. 5.4 FACILITY DEACTIVATION (WBS 1.2.3)
A draft processwill be developedto deactivatebuildings deemedsurplusthrough the facility consolidation planning process (WBS 1.2.3.1). This process will be piloted with the first facilities selectedto be deactivated. Lessonslearned and processimprovement data will be collected and incorporated into a final processthat will be applied to other facilities to be deactivated in the future. For each facility to be deactivated, a specific facility deactivation plan will be generated (WBS 1.2.3.2).The generalpurposeof the deactivation plan will be to identify a structured process and sequencing of activities in support of vacating staff and placing the specific facility in “cheap-to-keep” mode. “Cheap-to-keep,” by definition, means placing excess facilities in a state of minimum cost, with minimum utilities, maintenance,and surveillance. Facilities shall be placed in the most economical statusthat is consistentwith safeoperations. “Cheap-to-keep” requirementswill be defined globally in this document and then modified for specific facility needs and conditions (WBS 1.2.3.3). Typical “cheap-to-keep” system configurations include water systems isolated, ventilation shut down, discharge stacks capped, adequatefacility piping freeze protection provided, etc. Once a facility is vacated and placed in “cheap-to-keep” mode, the facility will require S&M to ensurethe safety and health of staff and the public or to prevent environmental damage prior to transfer to the DOE-EM Program under the ORNL-FM-002 procedure.Noncontaminated facilities that are ineligible for transfer to the EM Program shall also be placed in “cheap-to-keep” mode until options and funding for ultimate disposition are determined. 5.5 FACILITY TR4NSITION (WBS 1.2.4)
A draft processwill be developed to transfer to other contractors facilities that are deemed surplusthrough the facility consolidation planning process(WBS 1.2.4.1).This processwill be piloted with the first facilities to be transferred.Lessonslearnedand processimprovement data will be collected and incorporated into a final process that will be applied to other facilities to be transferred in the future. For each facility to be transferred, a specific facility transition plan will be generated (WBS 1.2.4.2). The general purpose of the transition plan will be to identify a structured processand sequenceof activities in support of vacating staff and transferring the facility to another contractor. Disposition paths of facilities could include transfer to other on-site contractors such as Bechtel Jacobs Company (WBS 1.2.4.3.1) or to other entities such as CROET (WBS 1.2.4.3.2.) 15
6. NEW FACILITIES 6.1 OVERVIEW PROCESS OF NEW FACILITY
DEVELOPMENT ACQUISITION AND CONSTRUCTION
One of the agreements in the contract between DOE and UT-Battelle for operating and managing ORNL included a commitment to the revitalization of the site, This revitalization activity includes construction of new facilities funded from a variety of sourcesincluding federal, state, and/or private-sector financing. This work scope is covered under WBS Element 1.3 (Fig. 4.1). The intricacies of transferring federal land to stateor private-sector control on a long-term or permanent basis will be basedon agreementssigned with DOE. The authorities having jurisdiction over construction activities on those sites are expected to comply with the laws and other regulations governing activity on sites of the type. involved. ES&H oversight will be the responsibility of the authority having jurisdiction. Project management plans will be prepared for each project detailing the requirements appropriate for each. 6.2 ANALYSIS, ASSESSMENT, AND PLANS For federally funded facilities, the documentstypically generatedinclude Life Cycle Cost, Value Engineering, Environmental Assessment, Safety Assessment, Quality Assurance Assessment, and Risk Assessment. These documentswill be prepared for new facilities funded through the congressional budget process. The need for theseor similar documentsfor facilities constructedwith funds provided by the State of Tennessee will be assessed and provided asrequired. The codeauthority is the State Fire Marshall from the Department of Commerce and Insurance. Facilities constructed on land that has beenleasedor transferredto private concernsfrom the federal government for the purpose of constructing new facilities to be leasedback to the government will not be subject to unique requirements.Analyses required by federal and/or state law for new construction in the private sector will be prepared and submitted as required. 6.3 QUALITY ASSURANCE
It is anticipated that facility renovations and new facilities of the type planned for this revitalization project will fall under Standard Industrial Quality. Any specific Quality Assurancerequirements involving program requirement,personneltraining and qualification, quality improvement, documentationandrecordkeeping,work process,design,procurement, inspection and testing, and independent assessment will be recorded in the procurement specifications. 16
6.4 BASELINE, PROJECT, AND CONFIGURATION
CONTROL
Baseline documentation will continue to be provided for federally funded facilities in funding documentssuch as the Project Data Sheet and the project-specific Execution Plan. Project and Configuration Control will be developed in the specific Execution Plan in accordancewith the appropriate DOE orders. The Stateof Tennessee has severalfunding mechanismsavailable including, but not limited to, grants and line item appropriation. The project baseline and control vary with the funding sourceand will be developedon a project-by-project basisconsistentwith staterequirements. Generally, the requirements are listed in the Designers Manual published by the State Department of Finance and Administration, Capital Projects Management. Baseline requirementsfor privately financed facilities will be establishedin the procurement documentsissuedby UT-Battelle. Schedulerequirementswill be establishedin the contract documentsand will be controlled by incentive and/or liquidated damageclauses.Leaserates for facility spaceand maintenancewill be establishedin the contractingprocess.The control and expenditure of construction funds is the responsibility of the private company providing the facility and will not be monitored by UT-Battelle. 6.5 DESIGN AND DESIGN REVIEWS Design for federally funded facilities will be executed in accordancewith existing policies and proceduresfor GPPs or LIPS. Design and design review/control for State of Tennesseefunded projects will be executed in accordancewith the State of Tennesseerequirements as noted above. Design and design review of privately financed facilities are the responsibility of the organization under contract to UT-Battelle to provide the facility. ORNL review of the documentswill be limited to functional considerationscontained in the contract documents. The responsibility to comply with codes, standards,and other legal requirements will be defined in the contract documents. 6.6 CONSTRUCTION MANAGEMENT For federal, state,or privately funded facilities, managementof day-to-day procurement and construction activities associatedwith the project is the responsibility of the organization under contract to UT-Battelle to provide the facility. For federally funded facilities, construction oversight requirements are established in the contract between DOE and UT-Battelle. The ORNL SHEST, in accordance with the Integrated Safety Management System Program approved by DOE, provides the primary 17
safety and health oversight. The ORNL Construction Field Representativeprovides quality verification and coordination with site support organizations. For stateand privately funded facilities, ES&H requirementswill be established consistent with Occupational Safety and Health Administration and U.S. Environmental Protection Agency regulations. Oversight responsibilities will be established in contract documents between UT-Battelle and their contractors.The ORNL project manager or his designeewill make periodic visits to the site to observecompliancewith theserequirementsand to observe the quality of ongoing construction activity. 6.7 PROJECT CLOSEOUT/TRANSITION TO OPERATIONS
For federally funded projects, closeout and transition to operation will comply with established policies and procedures. For state and privately funded projects, closeoutand transition activities will be defined in the contract documents. 7. PRELIMINARY PROJECT SCHEDULE
The Preliminary Project Schedule(Fig. 7.1) hasbeendevelopedfor the activities envisioned to define and implement the revitalization of ORNL facilities. Activities required to support the total project are being further identified on the project WBS chart. When finalized, all activities will be placed on a master scheduleand associatedbudgets assigned. Cost and schedule for the ORNL funds authorized for this project will be monitored and reported by SAP. Detailed schedulesfor individual constructionprojects will be developed, tracked, and reported as noted above in baseline,project, and configuration control. This revitalization project has definite bounds as identified in the project WBS. Once the existing facilities are modernized and the new facilities identified and constructed, this project will be considered complete. Additional facilities and upgradeswill be required in the future, but they will be handled on an individual basis.
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Fig. 7.1. Preliminary project schedule for the Facilities Revitalization Project.
APPENDIX A Draft Outline of the ORNL Strategic Facilities Plan -
A-l
Draft Outline of the ORNL Strategic Facilities Plan I. II. III. IV. Executive summary Introduction Facilities Revitalization Project scope Current site description A. Inventory of current facilities and use
B. Prioritized facilities consolidation options V. New facilities needs and options A. Prioritized new facilities requirements
B. DOE, State of Tennessee,and private-sector-financedproject availability VI. ORNL Strategic Facilities Plan A. Overall site plan, including options for growth
B. Environmental, safety, and health considerations C. Identification of unifying themes VII. VIII. IX. Preliminary FRP cost and schedule Conclusions and recommendations Appendix
A-3
doc_165240221.pdf
In 1956, Anthony F. C. Wallace published a paper called "Revitalization Movements" [1] to describe how cultures change themselves. A revitalization movement is a "deliberate, organized, conscious effort by members of a society to construct a more satisfying culture"
OAKRIDGE NATIONALLABORATORY
MANAGED BY UT-BATTELLE FOR THE DEPARTMENT OF ENERGY
ORNLITM-20001174
OAK RIDGE NATIONAL LABORATORY
FACILITIES REVITALIZATION PROJECT PROJECT MANAGEMENT PLAN
July 2000
.
UT-BATTELLE
ORNL-27 (4-00) +._
ORNL/TM-2000/174
OAK RIDGE NATIONAL LABORATORY FACILITIES REVITALIZATION PROJECT PROJECT MANAGEMENT PLAN
July 2000
Prepared by OAK RIDGE NATIONAL LABORATORY Oak Ridge, Tennessee37831-6302 managed by UT-Battelle, LLC for the U.S. DEPARTMENT OF ENERGY under contract DE-AC05OOOR22725
CONTENTS LISTOFFIGURES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ..v . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii
ACRONYMS AND ABBREVIATIONS
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix 1. PROJECT SCOPE .................................................... 1.1 PROJECT VISION/MISSION .................................... 1.2 FACILITIES REVITALIZATION PROJECT SCOPE ................. 1.3 PROJECT MANAGEMENT PLAN PURPOSE ..................... 1 1 1 .2
2. ORGANIZATIONAL RESPONSIBILITIES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2 2.1 SUMMARY .................................................. . 2.2 UT-BATTELLE LEADERSHIP TEAM ........................... .2 2.3 DIRECTOR OF FACILITIES AND OPERATIONS .................. .2 2.4 FACILITIES REVITALIZATION PROJECT TEAM ................. .3 2.5 FACILITIES AND OPERATIONS STRATEGIC PLANNING ......... .3 2.6 FACILITIES AND OPERATIONS ENGINEERING DIVISION ........ .5 2.7 RESEARCH AND DEVELOPMENT (R&D) AND SUPPORT DIVISIONS ................................................ . 2.8 FACILITIES REVITALIZATION PROJECT STEERING COMMITTEE .............................................. . 2.9 SUBCONTRACTOR SUPPORT ................................. .7 3. PROJECT APPROACH ............................................... 3.1 PROJECT APPROACH, SEQUENCING, AND WORK BREAKDOWN STRUCTURE .............................................. 3.1.1 WBS 1.1 -ProjectPlanningBasis ......................... 3.1.2 WBS 1.2 - Facility Deactivation and Consolidation ............ 3.1.3 WBS 1.3 - New Facilities Development .................... .7 . .8 8 11
4. PROJECT PLANNING BASIS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 5. FACILITY DEACTIVATION AND CONSOLIDATION .................... 5.1 OVERVIEW.. ............................................. 5.2 INVENTORY OF CURRENT FACILITIES (WBS 1.2.1) ............. 5.3 FACILITY CONSOLIDATION (WBS 1.2.2) ....................... 5.4 FACILITY DEACTIVATION (WBS 1.2.3) ........................ 5.5 FACILITY TRANSITION (WBS 1.2.4) ........................... 14 ..14 14 14 15 15
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6. NEW FACILITIES DEVELOPMENT .................................... 6.1 OVERVIEW OF NEW FACILITY ACQUISITION AND CONSTRUCTION PROCESS ................................ 6.2 ANALYSIS, ASSESSMENT, AND PLANS ........................ 6.3 QUALITY ASSURANCE ...................................... 6.4 BASELINE, PROJECT, AND CONFIGURATION CONTROL ....... 6.5 DESIGN AND DESIGN REVIEWS .............................. 6.6 CONSTRUCTION MANAGEMENT ............................. 6.7 PROJECT CLOSEOUT/TRANSITION TO OPERATIONS ...........
16 16 16 16 .17 17 17 18
7. PRELIMINARY PROJECT SCHEDULE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 Appendix A. Draft Outline of the ORNL StrategicFacilities Plan . . . . . . . . . . . . . . . A-l
iv
LIST OF FIGURES 2.1 3.1 3.2 4.1 7.1 Facilities Revitalization Project Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4 Sequencediagram for the Facilities Revitalization Project . . . . . . . . . . . . . . . . . . 9 Third level WEB for the Facilities Revitalization Project . . . . . . . . . . . . . . . . . . 10 Fourth level WBS for the Facilities Revitalization Project . . . . . . . . . . . . . . . . . 12 Preliminary project schedule for the Facilities Revitalization Project . . . . . . . . . 19
V
ACRONYMS AND ABBREVIATIONS Architect/Engineer Associate Laboratory Director ComprehensiveEnvironmental Response,Compensation, and Liability Act Community ReuseOrganization of East Tennessee U.S. Department of Energy Environmental Management environmental, safety, and health environmental, safety, health, and quality Facilities Revitalization Project general plant project line item project Memorandum of Understanding National Environmental Policy Act No Further Investigation National Priorities List Oak Ridge National Laboratory project managementplan researchand development Record of Decision surveillance and maintenance Safety and Health Evaluation and Support Team Spallation Neutron Source University of Tennessee work breakdown structure
ALD CERCLA CROET DOE EM ES&H ESH&Q FRP GPP LIP MOU NEPA NFI NPL ORNL PMP R&D ROD S&M SHEST SNS UT WBS
vii
EXECUTNE
SUMMARY
The Facilities Revitalization Project (FRP) has been established at Oak Ridge National Laboratory (ORNL) to provide new and/or refurbishedresearchand support facilities for the Laboratory’s science mission. The FRP vision is to provide ORNL staff with world-class facilities, consolidatedat the X-10 site, with the first phaseof construction to be completed within five years. The project will utilize a combination of U.S. Department of Energy (DOE), State of Tennessee,and private-sector funds to accomplish the new construction, with the facilities requirementsto be focusedon supportof the ORiVLInstitutional Plan. This FRP Project Management Plan has been developedto provide the framework under which the project will be conducted.It is intendedthat the FRP will be managedas a programmatic office, with primary resources for execution of the project to be obtained from the responsibleorganizationswithin ORNL (Engineering,Procurement,StrategicPlanning, etc.). The FRP Project Management Plan includes a definition of the project scope, the organizational responsibilities, and project approach,including detailed Work Breakdown Structure (WBS), followed by more detailed discussionsof eachof the main WBS elements: Project Planning Basis, Facility Deactivation and Consolidation, and New Facilities Development. Finally, a generaldiscussionof the overall project schedule and cost tracking approach is provided.
ix
1. PROJECT SCOPE 1.1 PROJECT VISION/MISSION The overall vision of the Facilities Revitalization Project (FRP) is to provide ORNL staff with new world-class facilities, consolidated at the X- 10 site, that lay the foundation for ORNL’s scientific excellenceinto the twenty-first century.This vision is to be accomplished through a structuredproject approachto facilities planning, refurbishment and consolidation, and new construction in accordancewith the DOE-approved OWL Institutional Plan. The mission of the FRP team is to accomplish that vision within a five-year time frame, utilizing a combination of DOE, Stateof Tennessee, and private-sectorfinancing in the most efficient manner, complying with all appropriate contractual,.environmental, safety, and health (ES&H) regulations in every phase of the project. 1.2 FACILITIES REVITALIZATION PROJECT SCOPE
In support of the FRP vision/mission defined above, UT-Battelle intends to combine the project planning and execution infrastructure alreadyin existenceat ORNL with the expertise and experience of the new facilities construction recently completed by Battelle at Pacific Northwest National Laboratory. Under this strategy,the FRP is responsible for:
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Preparing an ORNL Strategic Facilities Plan that outlines the overall approach of the facilities development and reusestrategy and defines the unifying architectural and best energy management practices for the new facilities. . Developing and implementing an exit strategyfor nonstrategic ORNL facilities at X-l 0 or off-site locations (including Y-l 2), placing thosefacilities in a “cheap-to-keep” mode, and transferring those facilities to the appropriateDOE program for final disposition. Constructing new facilities that leverage investments from DOE and the State of Tennessee. Acquiring new facilities through innovative approaches, using private-sectorfunding for construction, followed by ORNL leasing of that new space.
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Equally important, the FRP is NOT responsiblefor (1) routine divisional spacemanagement, allocation, and improvements; (2) ongoing Laboratory infrastructure capital improvements; and (3) overall site-wide land use planning. These responsibilities remain with the appropriate ORNL line organizations and the Facilities and Operations Strategic Planning organization, respectively.
1.3 PROJECT MANAGEMENT
PLAN PURPOSE
This Project Management Plan (PMP) defines the project scope, organizational responsibilities, project approach,and project planning basis for the entire FRP effort and outlines the details of the planned facilities consolidation and new facilities construction activities. This includes the identification of principal project participants and stakeholders, an outline of overall technical and quality objectives, the general methods of accomplishment, and the approachto meeting all ES&H requirements associatedwith this work scope.Also provided is a preliminary, upper-levelproject schedulefor execution of the FRP mission to provide an overall perspectiveon the time frame for this project. Follow-on, more detailed plans will be prepared covering specific topics (i.e., the ORNL Strategic Facilities Plan in September2000) or individual projects [i.e., the ConceptualDesign Reports for line item projects (LIPS)] as required for FRP execution.This PMP will be updated only when major changes in project scope or organizational roles and responsibilities have , occurred. 2. ORGANIZATIONAL 2.1 SUMMARY This section will define the general responsibilities of various personnel and organizations to assurethat both the new constructionactivities and the Laboratory consolidation activities are performed in the most safe, efficient, and economical manner. 2.2 UT-BATTELLE LEADERSHIP TEAM RESPONSIBILITIES
The UT-Battelle Leadership Team (http://www-internal.ornl.gov/ornlhome/ut~battelle/ utb- erg:.pdf) will provide the overall strategicdirection for the FRP. It will also provide the necessary overhead and other funding sources for activities in support of the project objective. The Leadership Team will provide selectedrepresentativesto participate on the FRP Steering Committee (Section 2.8). 2.3 DIRECTOR OF FACILITIES AND OPERATIONS
The Director of Facilities and Operations fhttn://www-internal.oml.gov/ornlhome/ ut-battelle/fo-ompdf) will be the overall approval authority for the FRP Project Management Plan. The Facilities and OperationsDirector will also (1) provide the necessary resourcesin support of the FRP and (2) presentany FRP issuesto the Leadership Team for discussion and resolution.
2.4 FACILITIES
REVITALIZATION
PROJECT TEAM
The Manager of the FRP will be accountable to the Director of Facilities and Operations for implementation of the FRP Project ManagementPlan. The Manager of the FRP will delegate certain responsibilities to those direct reports on the project team (Fig. 2.1). Specific responsibilities and deliverables include:
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Solicits and compiles facility needsfrom the Associate Laboratory Directors (ALDs) in conjunction with Facilities Strategic Planning. Develops and implements a Land Use and Lease Strategy for the acquisition of new construction. Develops an ORNL Strategic Facilities Plan. Develops a Private-SectorFinancing Strategy and Letters of Intent for new facilities. Evaluates Bethel Valley Road options and integrates those options into the ORNL Strategic Facilities Plan.
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Develops specific Memoranda of Understanding (MOUs) and statementsof work with key project participants and subcontractorsin support of project objectives. Is responsible for placing surplusORNL facilities in a safe,compliant condition that will be at a minimum cost with minimum utilities, maintenance,and surveillance (“cheap-tokeep” mode). Managesgeneralplant projects(GPPs)and LIPS, Stateof Tennessee funded projects, and private-sector construction projects that are within the FRP scope. Acts as the liaison between the FRP Office and the Spallation Neutron Source (SNS). Servesas single point of contactbetween ORNL and the University of Tennessee(UT) School of Architecture and other subcontractorsor consultantsthat support the project.
.
2.5 FACILITIES
AND OPERATIONS STRATEGIC PLANNING
The Facilities and Operations Strategic Planning Organization (httn://svrl .cmo.ornl.gov/ fosp/orgchtiorgchart.pdf) is a key element to the successof the FRP. Changes in roles, responsibilities, accountabilities,and authorities will be kept to a minimum. The strategy is to build on, and continually improve, existing processesto support the project objective. Specific responsibilities and deliverables for Strategic Planning include:
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Reviews ORNL’s spaceutilization, ORNL’s mission, and immediate and future business requirements to determine a facility’s need. 3
Engineering Division
TomEtheridae, ActingDirector
1-m I-
Facilities Revitalization Project Manager-Tim Myrick - - - VickyWallace, Secretary I m
Facilities and Operations Strategic Planning TonyMedley,Director
MatrixedSupport
ESH&Q(KarenDowner) Finance(MikeEmery) Legal(CrystalSchrof) Community Outreach (FredStrohl) Contracts (JimHolder)
P
Facility Deactivationand Consolidation CarloMelbihess, ProjectManager
I[
New Facilities Development KeithDempsey, ProjectManager
UTArchitecture GraduateSchool ’ u I
MatrixedSupport Staff Supporting Contractors
-1
Su”E”ntt;d
1
I
. MatrixedEvgineering and Other Support \
Fig. 2.1. Facilities Revitalization Project Team. *
. .
Facilitates the processto determine which buildings to vacate. Works with ORNL researchstaff to determine critical researchactivities and capabilities that require relocation and works with the FRP team to find suitable spaceto relocate. Documents what facility modifications are necessaryto relocate critical activities and occupants. Performs the fmal facility inspection and authorizes space charge termination when appropriate. Obtains DOE funding for required facilities modifications and relocations and provides this to the FRP Manager. Administers spacecharge back program. Identifies buildings that are surplus to ORNL and funds the disposition process. AND OPERATIONS ENGINEERING DIVISION
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2.6 FACILITIES
The primary roles of Engineering Division (http://www-intemal.ornl.gov/ORNL-En&) will be to (1) provide technical expertise in the development of functional design requirements and fmal specificationsfor all new construction activities covered under the FRP scopeand (2) assist,and in some casesmanage,the deactivation efforts of surplus facilities. Specific responsibilities and deliverables include:
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Provide matrixed project managers,designers,and Architect/Engineer (A/E) support on an as-neededbasis to support the FRP. Provide procurement and contract support on an as-neededbasis. Provide expertisein best energy managementpractices,as well as use recommendations for environmentally friendly construction material (recycled) that can be incorporated in the new facilities design in the most efficient and economical manner. (R&D) AND SUPPORT DIVISIONS
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2.7 RESEARCH AND DEVELOPMENT
The R&D and Support Divisions are critical components for successof the FRP. It is essential that these divisions share the FRP vision, that staff members provide clear and accurateinformation with regardto their own spaceutilization, that they provide innovative ideas and options with regard to their own consolidation potential, and that they support the proper implementation of ESH&Q principles in execution of the project. Specific responsibilities and deliverables of the R&D and Support Divisions include:
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Work with Facility and Operations Strategic Planning and FRP personnel to develop a comprehensivefacility consolidation and construction plan. 5
6 Plan and coordinate the movement of personnel, laboratories, and equipment from the facilities that are being vacated. Work with R&D staff to assureminimum impact to operations.
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Identify issues and potential constraints and communicate them to the FRP Manager. Work with the appropriate environmental compliance representativesto assure that environmental and waste management issuesare proactively addressed. Provide appropriate interface with Bechtel JacobsCompanyLLC on EM-related issues. Communicate priorities to R&D staff regarding vacancytiming. Assign property representatives to expedite disposition of controlled and expenseitems. Maintain operational control of the facility (via the currentbuilding manager)until final disposition. Assure that operational and compliance issues do not occur during the facilities construction or transition process,utilizing the Safetyand Health Evaluation and Support Team (SHEST), as appropriate. Assist with identification of surveillance and maintenance(S&M) activities necessary after facility shutdown.
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Organization charts for the R&D, ESH&Q, and Facility Operations directorates, which identify all of the involved R&D and Support Divisions involved directly or indirectly in the FRP execution, are available at the following URLs: Biological and Environmental Sciences h~p://www-intemal.oml.~ov/omlhome/ut~battelle/bes~orn.pdf Energy and Engineering Sciences httn://www-intemal.oml.Irov/omlhome/
ut-battelle/ ees-org.ndf
Environment, Safety, Health, and Quality httr,://www-intemal.oml.gov/omlhome/ut~battelle/esha_org.pdf Facilities and Operationshttp://www-intemal.oml.g;ov/omlhome/ut~battelle/fo~or~.pdf National Security htto://www-intemal.oml.~ov/omlhome/ut~battelle/ns~org.Ddf Physical and Computational Sciences httr,://www-intemal.oml.gov/ornlhome/ut_battelle/ncs_ora.I>df 6
2.8 FACILITIES
REVITALIZATION
PROJECT STEERING COMMITTEE
The primary purposeof the FRP SteeringCommittee is to provide guidance and review and approvedocuments,procedures,and significant milestones as defined in the FRP schedule. The committee will participate in the resolution of disputes that may arise on the project. Generally, the steering committee shall provide overview for the FRP activities. At the discretion of the steering committee chairman, items that cannot be resolved in this committee will be brought to the UT-Battelle Leadership Team for resolution. Jeff Smith - Chairman Herb Debban Lee Riedinger Tim Myrick StevePorter Billy Stair Greg Turner Tony Medley Jon Coddington (UT) 2.9 SUBCONTRACTOR SUPPORT The UT College of Architecture will initially assistthe FRP in producing the master plan and development concepts for the new ORNL campus. Other subcontractorsmay be selected during the project time line to assistwith planning and/or implementation of the FRP scope and will be managedwithin the appropriate program element as described in the following sections. 3. PROJECT APPROACH 3.1 PROJECT APPROACH, STRUCTURE SEQUENCING, AND WORK BREAKDOWN
The overall approachto project execution is to apply a structured,but graded, processto the two major components of the FRP: Existing Facilities Consolidation and New Facilities Construction. Current approvedpolicies and procedureswill be applied for the DOE-funded portions of the project (both facility transfers and capital construction) with modifications of those processesimplemented for the private-sector and State of Tennessee financed facilities improvements, as appropriate. Discussion of those expected process steps is provided in Sections 5 and 6 of this PMP. The ultimate goal of the FRP is to have existing strategic facilities at the X-10 site refurbished, and new facilities constructed, to allow consolidation of ORNL staff from off-site locations (including Y- 12) back to X- 10 and to provide much improved researchand 7
support infrastructure for the future of ORNL. The basic sequenceof steps involved in reaching that end point is outlined in Fig. 3.1. Obviously, eachof the high-level stepsin that sequence diagram will involve detailed planning and implementing processes, with technical and schedule interfaces between activities. Discussions of those details (as much as are known at this time) are provided in Sections 4 through 6. To guide the FRP project planning efforts, a basic WE% has been established and is presented in Fig. 3.2. This WE% will be followed in the definition of work scopeand the tracking of cost/schedulecommitments for the FRP. Changesto the WBS will be routinely made, as required to accommodate the project execution. Only if major WBS elements are added or eliminated will those changesbe documented in a revision to this PMP. A brief description of the content of each second-level WBS element is provided as follows, with details contained in Sections 4 through 6. 3.1.1 WBS 1.1 - Project Planning Basis This WEB element is designedto captureall of the upper-level planning for the FRP, to the point that strategicdecisions are madeto allow project executionunder the other two primary work elements: Facility Deactivation and Consolidation (Element 1.2) and New Facilities Development (Element 1.3). Under this work element, the FRP Project Management Plan (Element 1.1.1) is prepared and issued, as well as the overall master plan for the FRP, the ORNL Strategic Facilities Plan (Element 1.1.2). Other critical work elements include the development of ComprehensiveEnvironmental Response,Compensation,and Liability Act of 1980 (CERCLA) and National Environmental Policy Act (NEPA) documentation (Element 1.1.3) associated with the ORNL site and its relationship to this project. The remaining WE3Selements deal with any strategic decisions that must be made to allow the three principal methods of accomplishment for new facilities construction to proceed: use of Private-Sector Financing (Element 1.1.4), State of TennesseeConstructed Facilities (Element 1.1.5), and DOE Capital Projects (Element 1.1.6). 3.1.2 WBS 1.2 - Facility Deactivation and Consolidation The Facility Deactivation and Consolidation WEB will capturebRNL’s consolidationefforts and identify the disposition path of facilities that are determined surplus. This will include the Inventory of Existing Facilities Use and Conditions (Element 1.2.1). An overall Facility Consolidation Plan will be developedcapturing the ALDs’ prioritized needsto relocatestaff from Y-12 to X-l 0 and for consolidation efforts within the X-l 0 site (Element 1.2.2). For a facility that is determined surplus through the facility consolidation effort, one of two disposition paths will be used: (1) Facility Deactivation (Element 1.2.3)where a facility will be put in “cheap-to-keep” mode and transferred to DOE’s Environmental Management Program (DOE-EM) if the criteria are met, or (2) Facility Transition (Element 1.2.4) to another subcontractor or to an entity such as the Community Reuse Organization of East Tennessee(CROET).
8
ORNL200044797B/asb
Determination
of
established
construction contractor selection
Private-sector-financed facilities construction complete
Fig. 3.1. Sequencediagram for the Facilities Revitalization Project.
I 1.O Facilities Revitalization Project
I
I
1.1 Project Planning Basis
I
I
1.2 Facility Deactivationand Consolidation I
Development
1.3.1 Landlord GPPand LI Projects
1.1.2ORNLStrategic FacilitiesPlan 1.I.3 CERCLAlNEPA Documentation 1.1.4 Private-Sector Financing 1.I.5 Stateof Tennessee ConstructedFacilities 1.I .6 DOECapital Proiects
1.2.2 Facility Consolidation 1.2.3 Facility Deactivation
1.3.2 Programmatic GPP and LI Projects 1.3.3 Stateof Tennessee Capital Projects 1.3.4 Private-SectorFinanced Projects
1
Fig. 3.2. Third level WBS for the Facilities Revitalization Project.
1.3.7 Interfacewith ORNL Infrastructure I Projects I
3.1.3 WBS 1.3 - New Facilities Development The New Facilities Development WBS element will be used to track project planning and execution for eachof the seventypes of facilities development funding expected to be used for the FRP. Theseinclude Landlord and Programmatic GPPsand LIPS (Elements 1.3.1 and 1.3.2), Stateof Tennessee Capital Projects(Element 1.3.3),Private-Sector-FinancedProjects (Element 1.3.4), and the proposed Office of Science Modernization Line Item (Element 1.3.5). Important interactionswith companion construction efforts at and adjacent to ORNL will also be capturedthrough this WBS, the most important of which include the Interface with the SNS Project (Element 1.3.6) and the Interface with ORNL Infrastructure Improvement Projects (Element 1.3.7). 4. PROJECT PLANNING BASIS As statedearlier, this WBS elementis designedto accomplish all of the upper-level planning requirements for the FRP, to the point that strategic decisions are made to allow project execution under the other two primary work elements: Facility Deactivation and Consolidation (Element 1.2) and New Facilities Development (Element 1.3). Fig. 4.1 outlines the WBS elementsto the fourth level, identifying the primary planning topics and key deliverables that will be addressed under this WBS. In addition to the Project Management Plan (developed under WBS 1.1.l), the primary planning document guiding the consolidation and construction of new facilities at ORNL will be the ORNL StrategicFacilities Plan (WBS 1.1.2).This plan, outlined in Appendix A, will contain a current site description, including an inventory of current facilities with their condition and use. Based on that inventory, and detailed prioritized facility needs and consolidation input from the ORNL ALDs, an overall plan for staff and facilities consolidation will be developedand summarized. Arising from that consolidation planning effort, and input from the ALDs on new facilities needs,an understanding will evolve as to the number and type (i.e., administrative, laboratory) of new buildings required to support the Laboratory’s mission. The new facilities listing will identify the basic size, function, and special requirements of each facility, as well as the type of funding to be employed in accomplishing the construction (DOE, State of Tennessee,private-sector). Critical to the private-sector construction option will be the development of an acceptable land use and facilities leasestrategy, which will be outlined in the plan. Following identification of the scope of facilities consolidation and new construction, the ORNL Strategic Facilities Plan will presentthe masterplan for siting of facilities and integration of those facilities into the X- 10 site. The master plan will (1) address the architectural and energy management elements of an integrated campus, (2) include the ES&H considerations to be addressed during facilities development, and (3) outline the most viable options for project planning and Laboratory growth. One aspectof the growth strategy to be addressedis the option to relocate a portion of Bethel Valley Road. The ORNL Strategic Facilities Plan will also include a summary-level preliminary cost and schedulefor implementing the FRP.
11
.
J
r
12
In parallel to the drafting of the ORNL StrategicFacilities Plan will be the accomplishment of specific task elementsthat support the plan. Theseinclude (1) resolution of the CERCLA statusand associatedrestrictions for new facilities developmentat ORNL and determination of the appropriateNEPA analysis for the proposedaction (WBS 1.1.3),(2) determination of the viability and specific approachfor private-sector construction of facilities (WBS 1.1.4), (3) definition of the scope and processto be employed for State of Tennesseeconstructed facilities (WBS 1.1.5), and (4) definition of the use of DOE GPP and LIP funds for the FRP and the roles/responsibilities of DOE and UT-Battelle staff in executing those capital projects. The key CERCLA determinationsto be made in concertwith DOE-EM and Bechtel Jacobs Company organizations include: .
l
Determining the statusof the National Priorities List (NPL) andNo Further Investigation (NFI) designationsfor key locations on the ORNL site and understandingthe constraints that designateplaces for future development, Determining the status of the Bethel Valley and Melton Valley Records of Decision (RODS) on ORNL’s facilities consolidation and development plan and becoming specifically involved as a major stakeholder in that decision-making process in the coming year, and Determining the needfor and scopeof facility or site-specificMOUs with Bechtel Jacobs Company and/or DOE-EM related to the FRP execution.
l
l
In parallel with the CERCLA evaluations,the appropriatelevel of NEPA documentation for the project will be determined and the processinitiated through the submittal of the first-step Environmental AssessmentDetermination. Follow-on documentation will be prepared by DOE, as required, with the full support of the FRP team. For the private-sector construction option expected to be critical to new facilities development, specific efforts to be made under this WBS element include (1) finalizing the land use strategy and facility lease approach for buildings to be constructedadjacent to the current ORNL site and (2) completing an ORNL-specific child care market evaluation to determine the viability of providing that capability close to the ORNL site. Based on the results of these efforts, specific letters of intent are expectedto be developed and signed. For State of Tennesseeor DOE constructed facilities, the approachesfor development of those facilities are more straightforward, as both governmental agencieshave well-defined processesfor construction project execution. For the FRP, under this WBS element, the principal issuesto be addressed revolve around how those processes will be integrated with private-sector facilities construction, what specific facilities are to be built through these funding sources, and how specific roles and responsibilities will be shared among UT-Battelle, DOE, and state personnel. Where appropriate, specific MOUs will be established (particularly with the state) to clearly define the roles and commitments of each party. 13
5. FACILITY 5.1 OVERVIEW
DEACTIVATION
AND CONSOLIDATION
The FRP strategy is to consolidate Laboratory operations into a set of core facilities at the X- 10 site and transfer nonstrategic,uneconomical, or underutilized facilities that no longer support ORNL’s mission to other parties.The WBS Element 1.2 (Fig. 4.1) covers this work scopeand is further discussed asfollows. The transferof excessfacilities could mean transfer to another contractor for alternateuse,transferto CROET, or, if the criteria are met, transfer of excess facilities to the DOE-EM Program. Facilities determined surplus that cannot be transferred must be placed in a state of minimum cost, with the minimum utilities, maintenance, and surveillance. 5.2 INVENTORY OF CURRENT FACILITIES (WBS 1.2.1)
The Melton Valley site, the Bethel Valley site, and Copper Ridge combined (also referred to as the X- 10 site) contain approximately 3.4 million gross squarefeet of building space. In addition, approximately 1.4 million grosssquarefeet of building spaceis at the Y- 12 site and is used by the Laboratory. Specific building data for ORNL facilities will be compiled from existing data basesinto a single project-specific data base that will be used to help develop exit and consolidation strategiesfor ORNL (WBS 1.2.1.1 through WBS 1.2.1.3). Some of the data bases to be accessedduring this process include: (1) the Facilities Information Management System,(2) the SpaceAllocation ManagementSystem,and (3) the Condition Assessment Survey System. 5.3 FACILITY CONSOLIDATION (WBS 1.2.2)
The FRP will work in conjunction with Facilities and Operations Strategic Planning, the ESH&Q organizations, and the R&D divisions to develop a comprehensive facility consolidation plan. The strategyof the overall plan will be to relocate ORNL staff from the Y-12 site and other remote locations, such as Commerce Park, to the X- 10 site and to consolidate existing operationswithin the X- 10 site. The first step in the consolidationprocesswill be to developa list of criteria that each facility will be evaluated against to assistthe FRP project team in the identification of nonstrategic buildings that should be vacated and placed in a state of minimum cost with minimum utilities in support of FRP objectives (WBS 1.2.2.1). Based on feedback from the ALDs, recent exit strategies, internal FRP assessments, and input from other key stakeholders, consolidation options for Y-12 and X-10 will be generated and prioritized. Once the consolidation options are prioritized, an overall Y-12 consolidation plan will be created, funded, and implemented (WBS 1.2.2.3). This will be a near-term deliverable since much of the information and scopehas already been developedthrough recent efforts. 14
The seconddeliverable will be a comprehensiveconsolidation plan within the X- 10 site that will relocate staff and activities out of high-cost, substandard,nonstrategic spaceand into newly renovatedlong-term strategicfacilities or new facilities constructedaspart of the FRP scope (WBS 1.2.2.4). This plan will take a much broader look at spaceutilization across ORNL at the X- 10 site and will be a much larger challenge. 5.4 FACILITY DEACTIVATION (WBS 1.2.3)
A draft processwill be developedto deactivatebuildings deemedsurplusthrough the facility consolidation planning process (WBS 1.2.3.1). This process will be piloted with the first facilities selectedto be deactivated. Lessonslearned and processimprovement data will be collected and incorporated into a final processthat will be applied to other facilities to be deactivated in the future. For each facility to be deactivated, a specific facility deactivation plan will be generated (WBS 1.2.3.2).The generalpurposeof the deactivation plan will be to identify a structured process and sequencing of activities in support of vacating staff and placing the specific facility in “cheap-to-keep” mode. “Cheap-to-keep,” by definition, means placing excess facilities in a state of minimum cost, with minimum utilities, maintenance,and surveillance. Facilities shall be placed in the most economical statusthat is consistentwith safeoperations. “Cheap-to-keep” requirementswill be defined globally in this document and then modified for specific facility needs and conditions (WBS 1.2.3.3). Typical “cheap-to-keep” system configurations include water systems isolated, ventilation shut down, discharge stacks capped, adequatefacility piping freeze protection provided, etc. Once a facility is vacated and placed in “cheap-to-keep” mode, the facility will require S&M to ensurethe safety and health of staff and the public or to prevent environmental damage prior to transfer to the DOE-EM Program under the ORNL-FM-002 procedure.Noncontaminated facilities that are ineligible for transfer to the EM Program shall also be placed in “cheap-to-keep” mode until options and funding for ultimate disposition are determined. 5.5 FACILITY TR4NSITION (WBS 1.2.4)
A draft processwill be developed to transfer to other contractors facilities that are deemed surplusthrough the facility consolidation planning process(WBS 1.2.4.1).This processwill be piloted with the first facilities to be transferred.Lessonslearnedand processimprovement data will be collected and incorporated into a final process that will be applied to other facilities to be transferred in the future. For each facility to be transferred, a specific facility transition plan will be generated (WBS 1.2.4.2). The general purpose of the transition plan will be to identify a structured processand sequenceof activities in support of vacating staff and transferring the facility to another contractor. Disposition paths of facilities could include transfer to other on-site contractors such as Bechtel Jacobs Company (WBS 1.2.4.3.1) or to other entities such as CROET (WBS 1.2.4.3.2.) 15
6. NEW FACILITIES 6.1 OVERVIEW PROCESS OF NEW FACILITY
DEVELOPMENT ACQUISITION AND CONSTRUCTION
One of the agreements in the contract between DOE and UT-Battelle for operating and managing ORNL included a commitment to the revitalization of the site, This revitalization activity includes construction of new facilities funded from a variety of sourcesincluding federal, state, and/or private-sector financing. This work scope is covered under WBS Element 1.3 (Fig. 4.1). The intricacies of transferring federal land to stateor private-sector control on a long-term or permanent basis will be basedon agreementssigned with DOE. The authorities having jurisdiction over construction activities on those sites are expected to comply with the laws and other regulations governing activity on sites of the type. involved. ES&H oversight will be the responsibility of the authority having jurisdiction. Project management plans will be prepared for each project detailing the requirements appropriate for each. 6.2 ANALYSIS, ASSESSMENT, AND PLANS For federally funded facilities, the documentstypically generatedinclude Life Cycle Cost, Value Engineering, Environmental Assessment, Safety Assessment, Quality Assurance Assessment, and Risk Assessment. These documentswill be prepared for new facilities funded through the congressional budget process. The need for theseor similar documentsfor facilities constructedwith funds provided by the State of Tennessee will be assessed and provided asrequired. The codeauthority is the State Fire Marshall from the Department of Commerce and Insurance. Facilities constructed on land that has beenleasedor transferredto private concernsfrom the federal government for the purpose of constructing new facilities to be leasedback to the government will not be subject to unique requirements.Analyses required by federal and/or state law for new construction in the private sector will be prepared and submitted as required. 6.3 QUALITY ASSURANCE
It is anticipated that facility renovations and new facilities of the type planned for this revitalization project will fall under Standard Industrial Quality. Any specific Quality Assurancerequirements involving program requirement,personneltraining and qualification, quality improvement, documentationandrecordkeeping,work process,design,procurement, inspection and testing, and independent assessment will be recorded in the procurement specifications. 16
6.4 BASELINE, PROJECT, AND CONFIGURATION
CONTROL
Baseline documentation will continue to be provided for federally funded facilities in funding documentssuch as the Project Data Sheet and the project-specific Execution Plan. Project and Configuration Control will be developed in the specific Execution Plan in accordancewith the appropriate DOE orders. The Stateof Tennessee has severalfunding mechanismsavailable including, but not limited to, grants and line item appropriation. The project baseline and control vary with the funding sourceand will be developedon a project-by-project basisconsistentwith staterequirements. Generally, the requirements are listed in the Designers Manual published by the State Department of Finance and Administration, Capital Projects Management. Baseline requirementsfor privately financed facilities will be establishedin the procurement documentsissuedby UT-Battelle. Schedulerequirementswill be establishedin the contract documentsand will be controlled by incentive and/or liquidated damageclauses.Leaserates for facility spaceand maintenancewill be establishedin the contractingprocess.The control and expenditure of construction funds is the responsibility of the private company providing the facility and will not be monitored by UT-Battelle. 6.5 DESIGN AND DESIGN REVIEWS Design for federally funded facilities will be executed in accordancewith existing policies and proceduresfor GPPs or LIPS. Design and design review/control for State of Tennesseefunded projects will be executed in accordancewith the State of Tennesseerequirements as noted above. Design and design review of privately financed facilities are the responsibility of the organization under contract to UT-Battelle to provide the facility. ORNL review of the documentswill be limited to functional considerationscontained in the contract documents. The responsibility to comply with codes, standards,and other legal requirements will be defined in the contract documents. 6.6 CONSTRUCTION MANAGEMENT For federal, state,or privately funded facilities, managementof day-to-day procurement and construction activities associatedwith the project is the responsibility of the organization under contract to UT-Battelle to provide the facility. For federally funded facilities, construction oversight requirements are established in the contract between DOE and UT-Battelle. The ORNL SHEST, in accordance with the Integrated Safety Management System Program approved by DOE, provides the primary 17
safety and health oversight. The ORNL Construction Field Representativeprovides quality verification and coordination with site support organizations. For stateand privately funded facilities, ES&H requirementswill be established consistent with Occupational Safety and Health Administration and U.S. Environmental Protection Agency regulations. Oversight responsibilities will be established in contract documents between UT-Battelle and their contractors.The ORNL project manager or his designeewill make periodic visits to the site to observecompliancewith theserequirementsand to observe the quality of ongoing construction activity. 6.7 PROJECT CLOSEOUT/TRANSITION TO OPERATIONS
For federally funded projects, closeout and transition to operation will comply with established policies and procedures. For state and privately funded projects, closeoutand transition activities will be defined in the contract documents. 7. PRELIMINARY PROJECT SCHEDULE
The Preliminary Project Schedule(Fig. 7.1) hasbeendevelopedfor the activities envisioned to define and implement the revitalization of ORNL facilities. Activities required to support the total project are being further identified on the project WBS chart. When finalized, all activities will be placed on a master scheduleand associatedbudgets assigned. Cost and schedule for the ORNL funds authorized for this project will be monitored and reported by SAP. Detailed schedulesfor individual constructionprojects will be developed, tracked, and reported as noted above in baseline,project, and configuration control. This revitalization project has definite bounds as identified in the project WBS. Once the existing facilities are modernized and the new facilities identified and constructed, this project will be considered complete. Additional facilities and upgradeswill be required in the future, but they will be handled on an individual basis.
18
Fig. 7.1. Preliminary project schedule for the Facilities Revitalization Project.
APPENDIX A Draft Outline of the ORNL Strategic Facilities Plan -
A-l
Draft Outline of the ORNL Strategic Facilities Plan I. II. III. IV. Executive summary Introduction Facilities Revitalization Project scope Current site description A. Inventory of current facilities and use
B. Prioritized facilities consolidation options V. New facilities needs and options A. Prioritized new facilities requirements
B. DOE, State of Tennessee,and private-sector-financedproject availability VI. ORNL Strategic Facilities Plan A. Overall site plan, including options for growth
B. Environmental, safety, and health considerations C. Identification of unifying themes VII. VIII. IX. Preliminary FRP cost and schedule Conclusions and recommendations Appendix
A-3
doc_165240221.pdf