EP 1165-2-1
30 Jul 99
(2)
Program and Project Management Imperatives -"Below the
Line".
Authorities not detailed in ER 5-1-11 or prohibited in other
regulations remain under the purview of individual commanders.
(3) Project Management. This is the component of the PMBP used
by USACE for delivering individual projects to its customers. The
project management business process embodies leadership, systematic
and coordinated management, teamwork, partnering, effective balancing
of competing demands, and primary accountability for the life-cycle
(including the warranty period and, often, operation and maintenance)
of a project. It reflects the USACE corporate commitment to provide
customer service that is seamless, flexible, effective, efficient, and
focuses on the customers' expectations, participation, and
satisfaction, consistent with law and policy. The individual PM is
assigned by the commander or DPM and serves as an advisor and
consultant to the corporate board and each of its members. The PM is
responsible and accountable for successful completion and delivery of
assigned projects to customers within established costs, schedules and
quality parameters. The PM can make district commitments within
preassigned constraints as defined in the management plan in
coordination with the functional elements. The PM is responsible for
ensuring that the organization speaks with one voice by coordinating
all matters relating to the project, and acting as the customer's
representative within USACE to ensure requirements are conveyed,
understood, and met. Each project will have a single PM regardless of
how many USACE organizations are represented on the team. The PM
will ensure that the direction and efforts of the team are unified,
focused, and coordinated.
(4) Program Management. This is the component of the PMBP used
by all USACE levels to manage a collection of similar projects,
activities and services derived from assigned missions. It consists
of the development, justification, management, defense and execution
of programs within available resources, in accordance with applicable
laws, policies, and regulations, and includes accountability and
performance measurements. Under program management, the entire
district's or division's programs, projects and other commitments are
aggregated for oversight and direction by the organization's senior
leadership. Program management takes project management to a greater
level of interdependencies and broadens the corporate perspectives and
responsibilities.
c.
Financial Resources Management.
(1) Budget Process. The Programs Management Division of
HQUSACE directs the annual development of the Civil Works budget and
funding activities of studies and projects throughout the year. In
districts and divisions, this function is performed by the Program and
Project Management Office. Detailed information is contained in
Chapter 8.
(2) Procurement of Planning Investigation Services. The Corps
enters into a contract for services for planning studies upon the
signature of the Contracting Officer, usually a district or division
commander. When a contract for services for planning studies is
prepared, the immediate responsibility for a successful contracting
effort lies with the project manager who functions as the Contracting
Officer's Authorized Representative. The project manager furnishes
the contracting division with a proposed scope of work developed by
the appropriate team members who have the requisite technical
expertise. When the request for proposals is prepared, it is
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