Board on Infrastructure and the Constructed Environment – författare

Peer review is an essential component of engineering practice and other scientific and technical undertakings. Peer reviews are conducted to ensure that activities are technically adequate, competently performed, and properly documented; to validate assumptions, calculations, and extrapolations; and to assess alternative interpretations, methodologies, acceptance criteria, and other aspects of the work products and the documentation that support them. Effective peer reviews are conducted in an environment of mutual respect, recognizing the contributions of all participants. Their primary objective is to help the project team achieve its goals. Reviews also contribute to quality assurance, risk management, and overall improvement of the management process.

The U.S. Department of Energy (DOE) conducts different types of peer reviews at the different stages of a project, including reviews to assess risks and other factors related to design, safety, cost estimates, value engineering, and project management. Independent project reviews (IPRs) are conducted by federal staff not directly affiliated with the project or program and management and operations (M&O) contractors. External independent reviews (EIRs) are overseen by the Office of Engineering and Construction Management and conducted by contractors external to the department. EIRs are the primary focus of this report. However, the committee found that, in many cases, IPRs are explicitly used as preparation for or as preliminary reviews prior to EIRs. Thus, because IPRs are integral to the review process in DOE, they are also discussed because they might have an effect on EIRs.

In October 2000, DOE issued Order 413.3, Program and Project Management for the Acquisition of Capital Assets (DOE, 2000). The order established a series of five critical decisions (CDs), or major milestones, that require senior management review and approval to ensure that a project satisfies applicable mission, design, security, and safety requirements: approve mission need, approve alternative selection and cost range, approve performance baseline, approve start of construction, and approve start of operations or project closeout.

Assessment of the Results of External Independent Reviews for U. S. Department of Energy Projects summarizes the results.

The U.S. Bureau of Reclamation (Reclamation) is responsible for managing and operating some of this nation’s largest and most critical dams. The failure of one or more of these dams as the result of a malicious act would come with little warning and a limited time for evacuation.

In the years since the 9/11 attacks, Reclamation has invested significant resources to establish and build a security program. Reclamation is now ready to evaluate the results of these efforts and determine how best to move forward to develop a security program that is robust and sustainable.

This book assesses Reclamation’s security program and determines its level of preparedness to deter, respond to, and recover from malicious acts to its physical infrastructure and to the people who use and manage it.

The National Institute for Occupational Safety and Health (NIOSH) conducts construction-relevant research activities. From 1996 through 2005, the program focused on four research goals:

In this book, the National Research Council evaluates the relevance and impact of the NIOSH Construction Research Program in terms of its research priorities and its connection to improvements in the protection of workers in the workplace.

It also assesses the program'' s identification and targeting of new research areas, to identify emerging research issues, and to provide advice on ways that the program might be strengthened.

The book finds that the efforts of the Construction Research Program have made meaningful contributions to improving construction worker safety and health, and provides overreaching and specific recommendations for continuing progress. While NIOSH cannot set and enforce research-based standards on its own, the program can be expected to help reduce construction workplace fatalities, injuries, and illnesses through its research, its research dissemination, and transfer into practice.

For the people of the United States, the 20th century was one of unprecedented population growth, economic development, and improved quality of life. The critical infrastructure systems-water, wastewater, power, transportation, and telecommunications-built in the 20th century have become so much a part of modern life that they are taken for granted. By 2030, 60 million more Americans will expect these systems to deliver essential services.Large segments and components of the nation''s critical infrastructure systems are now 50 to 100 years old, and their performance and condition are deteriorating. Improvements are clearly necessary. However, approaching infrastructure renewal by continuing to use the same processes, practices, technologies, and materials that were developed in the 20th century will likely yield the same results: increasing instances of service disruptions, higher operating and repair costs, and the possibility of catastrophic, cascading failures. If the nation is to meet some of the important challenges of the 21st century, a new paradigm for the renewal of critical infrastructure systems is needed.This book discusses the essential components of this new paradigm, and outlines a framework to ensure that ongoing activities, knowledge, and technologies can be aligned and leveraged to help meet multiple national objectives.

Hurricane Katrina, which struck New Orleans and surrounding areas in August 2005, ranks as one of the nation''s most devastating natural disasters. Shortly after the storm, the U.S. Army Corps of Engineers established a task force to assess the performance of the levees, floodwalls, and other structures comprising the area''s hurricane protection system during Hurricane Katrina. This book provides an independent review of the task force''s final draft report and identifies key lessons from the Katrina experience and their implications for future hurricane preparedness and planning in the region.

Hurricane Katrina, which struck New Orleans and surrounding areas in August 2005, ranks as one of the nation''s most devastating natural disasters. Shortly after the storm, the U.S. Army Corps of Engineers established a task force to assess the performance of the levees, floodwalls, and other structures comprising the area''s hurricane protection system during Hurricane Katrina. This book provides an independent review of the task force''s final draft report and identifies key lessons from the Katrina experience and their implications for future hurricane preparedness and planning in the region.

For the people of the United States, the 20th century was one of unprecedented population growth, economic development, and improved quality of life. The critical infrastructure systems-water, wastewater, power, transportation, and telecommunications-built in the 20th century have become so much a part of modern life that they are taken for granted. By 2030, 60 million more Americans will expect these systems to deliver essential services.Large segments and components of the nation''s critical infrastructure systems are now 50 to 100 years old, and their performance and condition are deteriorating. Improvements are clearly necessary. However, approaching infrastructure renewal by continuing to use the same processes, practices, technologies, and materials that were developed in the 20th century will likely yield the same results: increasing instances of service disruptions, higher operating and repair costs, and the possibility of catastrophic, cascading failures. If the nation is to meet some of the important challenges of the 21st century, a new paradigm for the renewal of critical infrastructure systems is needed.This book discusses the essential components of this new paradigm, and outlines a framework to ensure that ongoing activities, knowledge, and technologies can be aligned and leveraged to help meet multiple national objectives.

Construction productivity—how well, how quickly, and at what cost buildings and infrastructure can be constructed—directly affects prices for homes and consumer goods and the robustness of the national economy. Industry analysts differ on whether construction industry productivity is improving or declining. Still, advances in available and emerging technologies offer significant opportunities to improve construction efficiency substantially in the 21st century and to help meet other national challenges, such as environmental sustainability.Advancing the Competitiveness and Efficiency of the U.S. Construction Industry identifies five interrelated activities that could significantly improve the quality, timeliness, cost-effectiveness, and sustainability of construction projects. These activities include widespread deployment and use of interoperable technology applications; improved job-site efficiency through more effective interfacing of people, processes, materials, equipment, and information; greater use of prefabrication, preassembly, modularization, and off-site fabrication techniques and processes; innovative, widespread use of demonstration installations; and effective performance measurement to drive efficiency and support innovation. The book recommends that the National Institute of Standards and Technology work with industry leaders to develop a collaborative strategy to fully implement and deploy the five activities

The U.S. Capitol Complex in Washington, D.C., comprises some of the most historic and symbolic buildings in the nation. The steam and chilled water required to heat and cool these buildings and related equipment is generated and distributed by the Capitol Power Plant (CPP) district energy system. Portions of the CPP system are now 50 to 100 years old and require renewal so that reliable utility services can be provided to the U.S. Capitol Complex for the foreseeable future.

Evaluation of Future Strategic and Energy Efficient Options for the U.S. Capitol Power Plant provides comments on an interim set of publicly available consultant-generated options for the delivery of utility services to the U.S. Capitol Complex. The report provides recommendations to bring the interim options to completion, including suggestions for additional analyses, so that the CPP can be best positioned to meet the future strategic and energy efficiency requirements of the U.S. Capitol Complex.

The U.S. Capitol Complex in Washington, D.C., comprises some of the most historic and symbolic buildings in the nation. The steam and chilled water required to heat and cool these buildings and related equipment is generated and distributed by the Capitol Power Plant (CPP) district energy system. Portions of the CPP system are now 50 to 100 years old and require renewal so that reliable utility services can be provided to the U.S. Capitol Complex for the foreseeable future.

Evaluation of Future Strategic and Energy Efficient Options for the U.S. Capitol Power Plant provides comments on an interim set of publicly available consultant-generated options for the delivery of utility services to the U.S. Capitol Complex. The report provides recommendations to bring the interim options to completion, including suggestions for additional analyses, so that the CPP can be best positioned to meet the future strategic and energy efficiency requirements of the U.S. Capitol Complex.

Construction productivity—how well, how quickly, and at what cost buildings and infrastructure can be constructed—directly affects prices for homes and consumer goods and the robustness of the national economy. Industry analysts differ on whether construction industry productivity is improving or declining. Still, advances in available and emerging technologies offer significant opportunities to improve construction efficiency substantially in the 21st century and to help meet other national challenges, such as environmental sustainability.Advancing the Competitiveness and Efficiency of the U.S. Construction Industry identifies five interrelated activities that could significantly improve the quality, timeliness, cost-effectiveness, and sustainability of construction projects. These activities include widespread deployment and use of interoperable technology applications; improved job-site efficiency through more effective interfacing of people, processes, materials, equipment, and information; greater use of prefabrication, preassembly, modularization, and off-site fabrication techniques and processes; innovative, widespread use of demonstration installations; and effective performance measurement to drive efficiency and support innovation. The book recommends that the National Institute of Standards and Technology work with industry leaders to develop a collaborative strategy to fully implement and deploy the five activities

The United States Department of Energy''s (DOE) facilities stewardship is extremely important to the department''s ability to achieve its mission of protecting national, energy, and economic security with advanced science and technology and ensuring environmental cleanup. Intelligent Sustainment and Renewal of Department of Energy Facilities and Infrastructure evaluates the steps the department is taking to improve its facilities and infrastructure management. This report develops best-practice techniques for DOE real property asset management and guidelines for deciding when to repair, renovate, or replace DOE buildings.

Although most federal facilities projects are successfully completed (i.e., they reasonably meet the agency''s requirements and expectations), the perception is that development of the scope of work for design for these projects is challenging and in some cases poorly performed. Based on this perception, a study was commissioned by the Federal Facilities Council (FFC) of the National Research Council to identify the elements that should be included in a scope of work for design to help ensure that the resulting facility is one that supports the fulfillment of a federal agency''s program or mission. Its objectives also included identifying key practices for developing effective scopes of work for design involving new construction or major renovation projects and identifying key practices for matching the scope of work with the acquisition strategy, given a range of project delivery systems and contract methods.

The committee that prepared this report was charged with assessing the state of fire safety research and describing the potential role of the NSF in improving fire safety in the United States. This report highlights markers along a pathway to the future, discusses the nation''s fire research needs and the resources that will be required, and suggests a role for NSF and other key agencies and institutions. The committee urges national leaders in government and industry to aggressively support fire research needs, filling voids in the body of knowledge, sharpening engineering tools, and creating a database that will allow performance-based approaches to maximize their contribution to public safety in the United States.

The application of technology to housing design, construction, and operation offers opportunities for improving affordability, energy efficiency, comfort, safety, and convenience for consumers. New technologies and production processes could help resolve serious problems facing housing producers, including labor shortages, interruptions due to inclement weather, quality control, and theft and vandalism losses. However, it is generally believed that realizing these benefits on a broad scale is considerably hindered by characteristics of the housing industry that inhibit the development and diffusion of innovations. The Partnership for Advancing Technology in Housing (PATH) supports activities to address issues that are perceived by the industry to be the primary causes of the problems, i.e., barriers to innovation, lack of accessible information, and insufficient research and development (R&D) (NAHBRC, 1998). PATH was initiated in 1998 when Congress appropriated funds for the U.S. Department of Housing and Urban Development (HUD) to begin implementing the concept, which was created by the National Science and Technology Council Construction and Building Subcommittee (NSTC C&B). At the request of HUD, the National Research Council (NRC) assembled a panel of experts as the Committee for Review and Assessment of the Partnership for Advancing Technology in Housing under the NRC Board on Infrastructure and the Constructed Environment. The committee was asked to assess how well PATH is achieving its many program objectives to expand the development and utilization of new technologies in the U.S. housing industry. The committee has approached evaluation of the program as an exercise that also provides direction for PATH''s future improvement.

In November 1999, GSA and the U.S. Department of State convened a symposium to discuss the apparently conflicting objectives of security from terrorist attack and the design of public buildings in an open society. The symposium sponsors rejected the notion of rigid, prescriptive design approaches. The symposium concluded with a challenge to the design and security professions to craft aesthetically appealing architectural solutions that achieve balanced, performance-based approaches to both openness and security.

In response to a request from the Office of the Chief Architect of the Public Buildings Service, the National Research Council (NRC) assembled a panel of independent experts, the Committee to Review the Security Design Criteria of the Interagency Security Committee. This committee was tasked to evaluate the ISC Security Design Criteria to determine whether particular provisions might be too prescriptive to allow a design professional "reasonable flexibility" in achieving desired security and physical protection objectives.

Recurrent problems with project performance in the U.S. Department of Energy (DOE) in the 1990s raised questions in Congress about the practices and processes used by the department to manage projects. The 105th Committee of Conference on Energy and Water Resources directed DOE to investigate establishing a project review process. Many of the findings and recommendations in this series of reports identified the need for improved planning in the early project stages (front-end planning) to get the project off to the right start, and the continuous monitoring of projects by senior management to make sure the project stays on course. These reports also stressed the need for DOE to act as an owner, not a contractor, and to train its personnel to function not as traditional project managers but as knowledgeable owner''s representatives in dealing with projects and contractors.

The NRC Committee for Oversight and Assessment of Department of Energy Project Management determined that it would be helpful for DOE to sponsor a forum in which representatives from DOE and from leading corporations with large, successful construction programs would discuss how the owner''s role is conducted in government and in industry. In so doing, the committee does not claim that all industrial firms are better at project management than the DOE. Far from it-the case studies represented at this forum were selected specifically because these firms were perceived by the committee to be exemplars of the very best practices in project management. Nor is it implied that reaching this level is easy; the industry speakers themselves show that excellence in project management is difficult to achieve and perhaps even more difficult to maintain. Nevertheless, they have been successful in doing so, through constant attention by senior management.

In 1986, the FFC requested that the NRC appoint a committee to examine the field and propose ways by which the POE process could be improved to better serve public and private sector organizations. The resulting report, Post-Occupancy Evaluation Practices in the Building Process: Opportunities for Improvement, proposed a broader view of POEs—from being simply the end phase of a building project to being an integral part of the entire building process. The authoring committee recommended a series of actions related to policy, procedures, and innovative technologies and techniques to achieve that broader view.

In 2000, the FFC funded a second study to look at the state of the practice of POEs and lessons-learned programs among federal agencies and in private, public, and academic organizations both here and abroad. The sponsor agencies specifically wanted to determine whether and how information gathered during POE processes could be used to help inform decisions made in the programming, budgeting, design, construction, and operation phases of facility acquisition in a useful and timely way. To complete this study, the FFC commissioned a set of papers by recognized experts in this field, conducted a survey of selected federal agencies with POE programs, and held a forum at the National Academy of Sciences on March 13, 2001, to address these issues. This report is the result of those efforts.

The Department of Energy (DOE) is engaged in numerous multimillion- and even multibillion-dollar projects that are one of a kind or first of a kind and require cutting-edge technology. The projects represent the diverse nature of DOE''s missions, which encompass energy systems, nuclear weapons stewardship, environmental restoration, and basic research. Few other government or private organizations are challenged by projects of a similar magnitude, diversity, and complexity. To complete these complex projects on schedule, on budget, and in scope, the DOE needs highly developed project management capabilities.

This report is an assessment of the status of project management in the Department of Energy as of mid-2001 and the progress DOE has made in this area since the National Research Council (NRC) report Improving Project Management in the Department of Energy (Phase II report) was published in June 1999.