An Official Website of the United States Government
Wednesday, May 22, 2013
The Enterprise Project Management (EPM) investment is the United States Nuclear Regulatory Commission (NRC) s accepted primary means to plan and execute projects that are related to construction and operation of a new nuclear power plant. EPM supportThe Enterprise Project Management (EPM) investment is the United States Nuclear Regulatory Commission (NRC) s accepted primary means to plan and execute projects that are related to construction and operation of a new nuclear power plant. EPM supports significant increases in workload and staffing, along with far-ranging changes in day-to-day operations, business processes, and interactions with industry and the public. EPM enables staff at all levels in the organization to understand and manage ongoing tasks and priorities, as well as to forecast work. Benefits: EPM adds value as a user-friendly, consistent, flexible planning and scheduling tool populated with accurate, current data. EPM provides NRC with a central planning, coordination of resources, budget, contracting, performance monitoring, reporting, and forecasting. EPM helps NRC improve its operational efficiencies in budget, contracting, and staffing planning areas. Contribution to Mission: Better fulfill NRC's mission to serve the public interest by enabling the safe, secure, and environmentally responsible use of nuclear power in meeting the nation's future energy needs.Key Customers: NRC staff.Stakeholders, Beneficiaries: NRC and the U.S. general public.EPM supports the following investments: Core Financial System - Replacement (CFS) and Time and Labor Modernization (TLM).EPM is dependent on Business Application System Support (BASS) and Reactor Program System (RPS) programs. More..
FY2013 (CY) Spending
Time frame of Investment
2007 - 2017
No change in status
Allison M. Macfarlane
Nuclear Regulatory Commission
The EPM investment remains on target to produce most planned Key Deliverables by their planned completion dates. The Crystal Enterprise Reporting SystThe EPM investment remains on target to produce most planned Key Deliverables by their planned completion dates. The Crystal Enterprise Reporting System is presently being prepared to begin the decommissioning process. The EPM investment will undergo an alternatives analysis in FY14 to ensure the best solution for the Agency's future mission requirements. More..
Number of Projects
|Project Name||Project Life Cycle Costs||Cost Variance||Schedule Variance|
|Technical Refresh||$1.4 M|
|CIPIMS 2.0||$1.3 M|
|Technology Refresh||$820 K|
|FISMA and C&A activites||$600 K|
|Documentation and Requirements Update||$735 K|
|Annual C & A activites||$500 K|
|Construction Inspection Sites Operations(FY13)||$500 K|
|Enterprise Interface Gateway Interfaces Maintenance||$360 K|
|Construction Inspection Sites Operations||$200 K|
|EPM SharePoint Customization||$350 K|
|Pro-Model (FY13)||$100 K|
|Metric Description||Frequency||Unit of Measure||FY2013 Target||Most Recent Actual||Met/Not Met||Updated Date of Most Recent Actual|
|Number of review hours required to assess new requNumber of review hours required to assess new requested license application. More..||Monthly||NumberNumber||400,000||0||Not Met||2013-04-19|
|Customer satisfaction rating of support services.Customer satisfaction rating of support services.||Monthly||Average per survey (on 10 poinAverage per survey (on 10 point scale) More..||7.7||7.7||Met||2013-04-19|
|Cost of Licensing Program associated with per liceCost of Licensing Program associated with per licensing activity. More..||Monthly||Cost ($M)Cost ($M)||140||120||Met||2013-04-19|
|Average variance between estimated hours vs. actuaAverage variance between estimated hours vs. actual hours for license issuance. More..||Quarterly||PercentPercent||10.3||10||Met||--|
|Average system availability vs unavailability for Average system availability vs unavailability for end users. More..||Monthly||PercentPercent||98||99||Met||2013-04-19|
|Percentage of project schedule changes received thPercentage of project schedule changes received that are included in weeekly published scheduled updates. More..||Monthly||PercentPercent||99||99||Met||2013-04-19|
|Does the investment have any activities with a planned duration greater than a year?:||No|
|Planned duration of the longest activity (days):||213|
|Average planned duration of in-progress and future activities (days):||145|
|Planned cost of one activity is greater than 25% of total planned cost of all activities?:||No|
|Number of contracts applying modular development principles:||0|
All activity calculations assess only activities with no related child activities.
Note: All descriptions, dates, and costs are as reported by agencies.
This section includes details about the organizations and leadership responsible for the performance of this investment. Many of the details included in the IT Dashboard are based on the agency’s Exhibit 300 (also known as a Business Case), submitted to the Office of Management and Budget. Access this document by clicking View Exhibit 300. Performance Metrics established by the agency can also be viewed here.
The agency CIO evaluates every investment and assigns a score from 1-5. Visit the FAQs for details on the factors CIOs use to rate an investment.
Cost variance is calculated as the variance between the actual costs of an investment’s activities and their planned costs to date in dollars as a percentage of the activities’ total costs. Visit the FAQs for details on how the IT Dashboard calculates Cost variance.
Schedule variance is calculated as the variance between the investment’s planned and actual progress so far, in days as a percentage of the scheduled work so far. Visit the FAQs for details on how the IT Dashboard calculates Schedule variance.
Submit your comments, bugs, and suggestions on how to improve IT Dashboard.