EP 1165-2-1
30 Jul 99
(ECs) and Engineer Technical Letters (ETLs). In special
circumstances, less formal "guidance letters" (e.g., Policy Guidance
Letters (PGLs)) are addressed directly to the MSCs and DCs. For
dissemination of information, Engineer Pamphlets (EPs) are sometimes
issued. Procurement guidance is provided in an Engineer Federal
Acquisition Regulation Supplement (EFARS) which establishes uniform
procedures to be followed by the Corps in connection with the making,
administration and termination of contracts, and the resolution of
claims and appeals. Many individual project decisions are subject to
review and approval in HQUSACE prior to implementation although, based
on criteria set forth in the published guidance, MSCs and DCs are
empowered to make most determinations without referral. Conferences
are occasionally needed to resolve questions and reach HQUSACE/MSC and
DC agreement on unusual or particularly complicated problem solutions.
In connection with planning, standing guidance specifically provides
for Issue Resolution Conferences during the course of MSC and DC
feasibility or preconstruction planning and engineering studies.
Civil Works program management data is required quarterly from the
MSCs and DCs under the Command Management Review (CMR). CMR requires
data on various performance indicators--both measurable "bottom line"
indicators and influencing indicators which, in a project delivery
cycle format, provide comprehensive program management information.
For civil works, CMR includes progammatic/financial and manpower
planning data; project planning (including status of reconnaissance
reports, cost sharing agreements and feasibility studies), design,
real estate, construction and operations data; and data on regulatory
and readiness programs.
b. Program and Project Management (ER 5-1-11). The Program and
Project Management Business Process (PMBP) is the corporate management
approach for execution of all USACE programs and projects under
business processes that are uniform throughout the command. The PMBP
emphasizes the importance of project teams and the role of the project
manager, whose focus is on the overall process and the members of the
team, who are empowered to act on behalf of their functional
organizations. It focuses attention on the end results -- execution
of projects and programs, and customer satisfaction. The PMBP is
appicable to all USACE activities (i.e., laboratories, field operating
activities (FOAs), and centers). Each commander has the
responsibility for ensuring his or her organization is aligned to
support the PMBP. The essential elements of the USACE PMBP are
outlined below.
(1)
Program and Project Management Imperatives -"Above the
Line".
These are to be followed across USACE:
(a) Consistent project definition;
(b) Each project has one project manager (PM);
(c) The PM is the team leader;
(d) The PM is the primary point of contact with the customer;
(e) Every project will be managed with a management plan;
(f) PMs manage project resources, data, and commitments;
(g) The Deputy for Project Management (DPM) has programmatic
oversight for all work;
(h) All work will be managed using the project management
automation information systems (AIS) and the PMBP.
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