Planning for National Nuclear Security Administration Infrastructure
Audit of the Distributed Energy Resources Program
Request to testify on the Office of Inspector General's (OIG) reviews of management practices at the Los Alamos National Laboratory (Laboratory). In February of this year, I testified before this Subcommittee regarding our Special Inquiry report on Operations at Los Alamos National Laboratory (DOE/IG-0584, January 2003). That report noted a series of actions taken by Laboratory officials, which obscured serious property and
procurement management problems and weakened relevant internal controls. In March, I testified before the House Committee on Government Reform on the Department of Energy’s (Department) contract administration activities, including the need for the Department to more
effectively manage certain aspects of contract operations at Los Alamos.
procurement management problems and weakened relevant internal controls. In March, I testified before the House Committee on Government Reform on the Department of Energy’s (Department) contract administration activities, including the need for the Department to more
effectively manage certain aspects of contract operations at Los Alamos.
Statement of Gregory H. Friedman, Inspector General U.S. Department of Energy Subject: Reviews of management practices at the Los Alamos National Laboratory
Inspector General Semiannual Report to Congress, October 1, 2002 - March 31, 2003
Semiannual Report to Congress, October 1, 2002-March 31, This Semiannual Report presents the Office of
Inspector General’s (OIG) significant accomplishments for the
6-month period, October 1, 2002, through March 31, 2003.
During this reporting period, the OIG helped the Department
identify areas of its programs and operations most vulnerable
to waste, fraud, and mismanagement.
Inspector General’s (OIG) significant accomplishments for the
6-month period, October 1, 2002, through March 31, 2003.
During this reporting period, the OIG helped the Department
identify areas of its programs and operations most vulnerable
to waste, fraud, and mismanagement.
Status of the National Ignition Facility Project
Construction of the National Ignition Facility, a 192-beamline 1.8
megajoule laser being built by Lawrence Livermore National
Laboratory (Livermore), began in 1997. The project is comprised of six
major components: conventional facility; laser system; target
experimental system; integrated computers and controls; assembly,
installation, and refurbishment equipment; and utilities. To manage the
project to the revised schedule and cost baselines, Livermore
established control account plans for each of the six components in
conjunction with a work breakdown schedule. Control account
managers were assigned and held responsible for maintaining the
schedule and keeping the component cost estimates up to date for each
control account plan.
megajoule laser being built by Lawrence Livermore National
Laboratory (Livermore), began in 1997. The project is comprised of six
major components: conventional facility; laser system; target
experimental system; integrated computers and controls; assembly,
installation, and refurbishment equipment; and utilities. To manage the
project to the revised schedule and cost baselines, Livermore
established control account plans for each of the six components in
conjunction with a work breakdown schedule. Control account
managers were assigned and held responsible for maintaining the
schedule and keeping the component cost estimates up to date for each
control account plan.
The Department of Energy's Power Marketing Administrations (PMA) provide electric power
used in homes, hospitals, financial institutions, and military installations. Customers in 22
Western and Southwestern states depend on the reliable and cost-effective delivery of this
power. To provide this service, the PMAs maintain an infrastructure that includes electrical
substations, high-voltage transmission lines and towers, and power system control centers.
While protecting this critical infrastructure has always been important, it has received
heightened awareness in the post-September 11th environment.
used in homes, hospitals, financial institutions, and military installations. Customers in 22
Western and Southwestern states depend on the reliable and cost-effective delivery of this
power. To provide this service, the PMAs maintain an infrastructure that includes electrical
substations, high-voltage transmission lines and towers, and power system control centers.
While protecting this critical infrastructure has always been important, it has received
heightened awareness in the post-September 11th environment.
Power Marketing Administration Infrastructure Protection