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Project Management can be defined as the planning, organizing and managing of tasks and resources necessary to accomplish a defined objective. An effective Project Controls Process provides for defining project objectives, goals, scope and provides the management tools necessary to control, status and direct the various project elements within the time and costs associated with the Project or Projects. These management tools are essential in controlling and managing effectively. They provide the Project Management Team with the information necessary to ensure the project will be accomplished "on-schedule" and "on-budget". This is important for all types of projects; Environmental Reclamation and Remediation Projects are no different.

The purpose of this poster paper is to discuss remediation project controls and to demonstrate how typical project controls concepts and techniques have been applied to the management of the Johnston Atoll Plutonium Contaminated Soil Remediation Project for the Defense Special Weapons Agency (DSWA).

Given the complexity of typical environmental reclamation and remediation projects, "state-of-the art" control techniques are needed in order to assure that they are completed satisfactorily. The more complex the project becomes, the more detailed and sophisticated the control tools that are needed to maintain direction.

There are a number of reasons why projects fail to achieve their goals and objectives. The most obvious of these can be summarized as follows:

The use of Project Planning and Controls techniques is not a new development. These techniques have been in use for many years on numerous types of applications. Project controls have been used extensively in the engineering and construction fields for many years. However, with the dramatic strides in technology over the years, likewise have come more advanced controls tools, techniques, processes, programs and a wider range of applications.

The primary purpose of an effective project controls process is to assure that the opportunity for failure resulting from the "pit-falls" is minimized. The "proof of process" is in achieving the defined project goals within acceptable pre-defined parameters. This is the ultimate goal of the Project Management Team. An effective project controls process will provide the tools needed to:

Even though each project is unique, all projects share the need for effectively managing these elements. How well the Project Management Team achieves this goal most often determines the project level of success.

Johnston Atoll (JA) is located approximately 800 miles southwest of Honolulu, Hawaii. JA is comprised of four islands: Johnston, Sand, North and East. In 1962, JA was a launch site for atmospheric nuclear testing. During these tests three rockets were intentionally destroyed (two at altitude and one on the launch pad) resulting in contamination of JA with plutonium (Pu). Immediate actions were taken to bulldoze contamination into a 24 -acre Radiologically Controlled Area (RCA). In 1975, a scientific panel recommended a comprehensive cleanup of contaminated soil at JA. Soil cleanup began on a small scale using manual methods. The comprehensive cleanup was deferred when monitoring confirmed that the current JA mission was being conducted safely and that the contamination was not an obstacle to the current operations. Furthermore, Field Command Defense Special Weapons Agency, (FCDSWA) was initiating a major Pu soil cleanup at Enewetak Atoll, and it had inadequate resources to conduct both cleanups simultaneously.

The Defense Special Weapons Agency (DSWA) with support from various contractors has built a unique plant to sort the plutonium-contaminated soil at JA. The purpose of the JA Plutonium Contaminated Soil Remediation Project is to process this soil through a plant which mechanically separates soil with high concentrations of Pu from soil with low to zero Pu concentrations. The soils with "below criteria" concentrations are considered radiologically clean. The objective of this process is to reduce the concentrated Pu into a smaller volume of soil, leaving the remaining soil radiologically clean. This volume reduction process reduces the amount of material required to be packaged and shipped off site for disposal and as a result reduces the cost of disposal considerably. The soil sorting plant is an assembly of standard equipment found in mining and sand and gravel operations with sophisticated radiation detection equipment, various measuring instruments, and computer control systems.

In 1988, a contract was awarded to AWC, Inc. of Las Vegas, Nevada, to design, procure, construct, and test a soil cleanup plant at JA. In August 1990, the contract was awarded to Thermo NUtech (TNU) of Albuquerque, New Mexico and its subcontractor, Morrison Knudsen (MK). The Statement of Work (SOW) for this contract consisted of modification and upgrade of the existing AWC Design to improve process efficiency and increase soil processing rates.

A key strategy in TNU's plan to improve plant efficiency was the development of the Segmented Gate Sorter (SGS) System. This system was designed with the assistance of Eberline Instrument Corporation. The SGS System was constructed and system testing on the first unit began in January 1992. Initial results were favorable and DSWA authorized a plant modification to add a second complete SGS System designed to operate in parallel with the first unit. These modifications were completed and tested by June 1993.

The principal technical objective of the work for this project is to maintain and operate the Johnston Atoll Plutonium Contaminated Soil Remediation Plant, which takes continuous readings of Pu activity in soil and separates soil parcels having less than 500 Becquerels per kilogram (Bq/kg) from parcels with higher concentrations. This limit is equivalent to the Environmental Protection Agency soil screening level, a value below which the risk of harm to people is trivial and corrective (cleanup) actions are not required. To verify compliance with the cleanup guideline, the control room samples soil hourly for activity measurement. These samples are used as indicators of distributed, volume contamination.

The cleanup process must provide assurance that soil released from the plant as clean complies with established cleanup guidelines, and soil designated as radioactive waste is properly characterized for transport and disposal at the Department of Energy (DOE) Nevada Test Site (NTS) if appropriate. Accordingly, work must be consistent with DOE Orders as well as Department of Defense (DOD) directives. Project Quality Assurance (QA) is conducted in accordance with DOE Order 5700.6B, as codified in the Quality Assurance Plan, Johnston Atoll Plutonium Contaminated Soil Cleanup Project, Phase Two: Cleanup Operation.

TNU is currently acting as Field Command Defense Special Weapons Agency's (FCDSWA) prime contractor for the Johnston Atoll (JA) site and has the responsibility for Project Management, Site Management and all Field Operations. These include operating and maintaining the SGS system, excavation operations, crusher operations, screen plant operations and overall site interface, safety and access control. Additional field services include but are not limited to site characterization utilizing the Global Positioning Environmental Radiological Surveyor (GPERS) "state of the art" equipment, designed for performing radiological surveys in open-land areas. In addition to aiding characterization, this equipment is also used to provide daily directions in the excavation operations and guidance in material handling practices.

Scope quantification is critical to the success of any project. This project, being a continuation over several years and several different contracts makes the scope quantification even more critical. The original efforts in scope evaluation were focused on defining the remaining volume of work required to complete the balance of the project, at the time of the issue of the current contract. Funding limitations are, as with all projects, a large factor in determining the management approach adopted by the Project Management Team. To facilitate quantification, much effort has been put into defining the remaining scope, packaging conceptual estimates and schedules and grouping the scope in manageable packages defined as optional work. Additional input has been provided in the development of a conceptual completion plan.

To facilitate scope quantification and resource analysis, several basic construction planning techniques have been utilized to analyze and present the scope for each of the fundamental processes required to complete the project. Tools developed to quantify the remaining scope include site layout plans, logistical analysis by process flow diagrams, time in motion analysis, equipment production tables, site characterization and volume calculations. Here to follow are general discussions pertaining to the basic scope tasked for the current Statement of Work.

Routine Operations: These activities include each of the SOW-defined operations that have been tasked for this period of performance. These tasks include, but are not limited to: excavation, SGS operation, crusher operation and screen plant operation. Additional routine tasks include site maintenance and administrative control such as area safety & access control, procedures and project administrative support.

Site Maintenance: Site Maintenance has been broken into four categories: site grooming, corrosion control, plant maintenance and heavy equipment maintenance. These items are all critical to maintaining the "life expectancy" of the plant, maintaining production plans and maintaining health and safety standards.

Modifications: On-going plant operations may reveal the need to make modifications and changes in design to enhance the soil cleanup process. Any changes must be made in a timely manner to meet production schedules. All modifications of equipment or structures are documented and accompanied by appropriate drawings, calculations, sketches and diagrams. All process modifications or design changes must be approved by the TNU Project Manager (PM) and DSWA before implementation.

Site Characterization: Site characterization is an on-going process. An initial characterization was performed under the previous SOW utilizing "state of the art" equipment and technologies in order to map the site and develop logistical plans for continued excavation. These maps enable TNU & DSWA to move forward with completion plans and to work smarter in the handling of the excavated material in order to achieve maximum possible volume reductions. This technique coupled with special handling practices reduces the commingling of contaminants.

A Global Positioning Environmental Radiological Surveyor (GPERS) was used to define the radiological condition of the site by identifying the ²⁴¹Americium(²⁴¹Am) activity relative to the locations latitude and longitude converted to island grid coordinates of the measuring points. The GPERS unit coupled with a FIDLER detector records activity levels every second. The operator utilizes a serpentine scanning method of surveying to locate and characterize process material. The resulting data are processed and grid maps are generated to be utilized in guiding the excavation process.

Production Records: Production records for each of the SOW-defined processes are maintained. Production data are collected during the production operation and recorded on the Daily Field Reports along with other operations data each day. This information is reviewed by the Site Management Team for completeness and accuracy each day. The information is collected and utilized in various other reports, which are prepared and provided for the project. SGS sorter production is recorded in the SGS process equipment and is passed to the data reduction software. The production throughput for the balance of the SOW-defined production processes is calculated using volume measurements and recorded on the Daily Field Reports. Production data for all of the SOW-defined production tasks are recorded in a production interface document and provided on a Quantity Tracking Report. This document is published in the Project Status Report.

Process production plans have been developed based on the contract period of performance, WBS scheduled deliverables and production target goals. Production Work-off Curves are maintained for each of the SOW-defined production processes. These production curves are published in the Project Status Report. The Site Weekly Report provides a weekly SGS production summary, which records daily production data and details on production delays and explanations. These production loss assessments are utilized in the Project Status Report to provide performance assessments.

Project Plans & Reports: Project plans have been prepared to ensure that the project meets the appropriate health, safety and environmental standards as well as all the objectives and deliverables defined in the contract documents. This includes preparation of a Project Management Plan, a QA Plan, a Health & Safety Plan incorporating ALARA concepts, preparing a Waste Management Plan and a Decommissioning Plan. Data and reports are submitted to DSWA demonstrating control of all the processes in accordance with the respective plans. Reports include, but are not limited to documents, logs, memoranda, correspondence, data and other written materials that are critical to ensuring success of the Project. Written operation procedures and health physics procedures have been prepared, revised, implemented and maintained as the project progresses. Additionally, a complete library with index of engineering drawings and instructions is maintained.

Daily Records: Daily records are collected and maintained to document the control of process and project. The data and records collected are maintained accurate and true. TNU has designed daily reports to serve as the primary vehicle for collecting and validating the daily activities in the field, as well as in the SGS control room. These reports are in addition to the daily logs which are also maintained. The Daily Field Report provides for collecting production and operating data for each of the SOW-defined production processes. This report allows for data used in documenting volumetric calculations, equipment and manpower allocation, production accomplishments, production impacts and comments that may be deemed appropriate for recording for future reference. The Daily Operations Report provides for the collecting of essential data from the SGS control room.

Weekly Reports: The Site Manager prepares a Site Weekly Report each week to record events relative to site operations during the applicable report period. This Report is addressed to Field Command Defense Special Weapons Agency, from the TNU Site Manager through the Project Management office and is a critical tool in communication between TNU & DSWA. This report is also a critical tool for communications between TNU Site Management and TNU Project Management. This report has been structured to provide communication on the essential elements of the project.

Monthly Status: A Project Status Report has been developed to be used to communicate the project status relative to the critical issues of the Project. This report is comprised of production interface reports, management plans and indicators and project schedules. It provides the charts, graphs, plans and schedules that provide the detail needed to effectively manage the project.

Quarterly Reports: Quarterly Reports are prepared per the provisions provided within the Contract Data Requirements List (CDRL) requirements specified in the SOW. The preparation, review and issue of the Quarterly Reports have been included in the Project WBS schedule for this contract period of performance.

Final Reporting: Final Reports are prepared per the provisions provided within the CDRL requirements specified in the SOW. Draft and Final Reports are prepared and issued upon completion of the SOW.

Management trending curves are provided to the Project Management Team to serve as indicators for performance against each of the project goals. SGS production and performance assessments are trended in order to provide analysis data "at a glance". Managing each of these goals is vital for the management team to be able to maintain the necessary control and ensure that project goals and objectives are achieved on schedule and within budget.

Project Controls is a broad term. It means different things to each member of the Project Management Team. To the Field Supervisor it can be as simple as a "Daily Field Report" for collecting and recording daily production or technical data or it can be as complex as an "Area Characterization Map" providing the physical location of transuranic contaminants for excavation. Additionally, to the Project Manager or to the Contracting Officer it can be a detailed "Staffing Plan" and "Spend Plan" to address manpower needs or for funding and cost forecasting. There are many different tools; the possibilities are limited only by the need and the imagination and creativity of the Project Management Team.

Project Controls Tools can be grouped and analyzed in many different ways. However, for the purposes of this discussion examples utilized on the Johnston Atoll Plutonium Contaminated Soil Remediation Project will be grouped under:

Various production tools have been developed to collect, record, trend, assess and present the SOW-defined production processes and technical data necessary to perform this SOW. Here to follow are discussions relative to each of these project management tools, which are provided for within this Project Management Plan.

Quantity Tracking: The Quantity Tracking Report collects daily production information for each of the SOW-defined production processes. This report provides weekly, monthly and cumulative to-date summaries for each of these processes. This information is shared with the other various reporting tools to support the functions of the various reports. This information is collected by the field and technical staff, recorded by the Plant Manager and reviewed by the Site Manager daily.

Schedule Interface: The Schedule Interface Report interfaces with the Quantity Tracking Report, various process production plans and the WBS schedule to provide current project status information. Information is extracted from the various Production Plans to obtain the current forecasted quantities. The cumulative actual quantities are provided by the Quantity Tracking Report and the percent complete for the various processes are calculated. This information is then provided to the appropriate WBS schedule activities. This approach was selected to ensure that the schedule was "production-based" and reflected as accurate a project status as possible. This report displays production activity and total project comparisons of schedule duration used and schedule percent (%) complete. It also provides input to the Schedule Performance Indicator (SPI) calculation.

SGS Performance Assessments: This operation represents the greatest percentage of the production activities for this SOW. Most of the Project performance goals are SGS performance based. To provide the information necessary to ensure these goals are achieved, SGS trending and performance assessments have been developed and are provided to control this process. These assessments are presented on the SGS Performance Assessment Report. This report provides visibility to weekly production, sorter availability, and sorter operating efficiency targets. This tool provides a weekly and cumulative account of the actual production achievements compared to each of these target performance goals. The data collected on this report feed the information provided on trending curves to be discussed later for each of the performance targets.

Sorter assessed production losses are collected daily during operation. This information is collected and input with justification coding to explain and categorize the hours of production losses. This enables the Project Management Team to understand the nature of production impacts and to respond appropriately. This is a management trending tool maintained to understand and present target production impacts. These data are trended to aid in making assessments and operational decisions and adjustments in the operation of the process in a timely and effective manner.

Sorter Production Trending: The Sorter Production Trending Curve presents information collected on the SGS Performance Assessment Report. This curve presents the period production target per week and provides the period production achievements. Additionally, this curve pictures the total period production losses for comparison with the period production achievements. This curve also provides the cumulative weekly production average at each period end, since the beginning of this Period of Performance (POP).

Sorter Availability & Efficiency Trending: These trending curves provide an understanding of current SGS operational status "at a glance". The sorter availability trending curve gives indication if the sorters are operating efficiently enough to achieve the target goal. This curve provides an availability evaluation for each period and a cumulative availability at period end, since the beginning of the period of performance. The period availability is based on 4 sorters, operating 60 hours per week or 240 sorter-hours per week. The sorter availability assessment is simply the number of hours operated divided by the total number of hours available.

The Operating Efficiency Trending Curve provides a feel for how effectively the sorters are operating during the time in which they are operating. The sorters have the ability to exceed the target production rate. However, for the purposes of this assessment a target production goal of 1.0 will achieve the necessary production target per week. This indicator then gives adequate indication as to how effectively the sorters are operating.

Production Plan Work-Off Curves: A production plan was developed for each of the SOW-defined production processes:

· SGS Operations Sorter Production Plan	(% of total material handling).
· Excavation Operations Production Plan	(% of total material handling).
· Crusher Operations Production Plan	(% of total material handling).
· Screen Plant Operations Production Plan	(% of total material handling).

These plans were initially developed using optimum equipment and staffing. They were later tailored to match the existing equipment in use and the current staffing levels and eventually adjusted to suit budget limitations. The work-off curves were developed to picture realistically what could be accomplished and how each of the production target goals were to be achieved.

Each of the production curves were tailored to the uniqueness of each production process. However, each provides a weekly planned quantity, a planned remaining quantity at the period end, an actual quantity for the period and an actual remaining quantity at the period end. An additional nuance includes the opportunity to develop and incorporate a recovery plan, if the need should arise and include these forecasted production quantities in the "forecast at end" production forecast for the process. A "forecast at end" of the period of production is provided based on the planned remaining and the actual production todate. This information is utilized in the production activity status in the WBS schedule.

In order to support the Plant Manager in pacing production for the excavation operations, the tonnage per week target numbers were converted to average "trucks per day" of production material required in order to achieve the weekly production tonnage. This information is provided for the "base plan" and for the "recovery plan" inclusive of the base plan. This gives the Plant Manager an easy scale to use in setting his performance pace on a day-to-day basis through the week.

Process Material Volume Reduction Trending: The total process material volume reduction goal remains to be a key issue for this SOW. Two trending curves have been developed to track this project target goal. These curves illustrate the target volume reduction for this project SOW and record the period volume reduction, as well as the cumulative volume reduction at period end. Obviously volume reduction will be affected by a variety of factors. The most obvious factor is the amount of and intensity of the activity residing within the process material. Trending the volume reduction achievements over time and feed material source has proven that the excavations surrounding the launch emplacements have contained the higher activity. Further trending has shown that the process material from the crusher has experienced the highest volume reductions, followed by the screen plant process material. Trending this type of data at this detail has enabled the Project Management Team to understand and even to predict with some degree of accuracy the volume reductions expected. These trending curves have supported the technical studies performed via particle size distribution analysis and activity levels previously discussed. With the knowledge gained from this technical data trending, specialized equipment, special handling and process material staging techniques (previously discussed under Site Characterization), this Project Target Goal can be managed.

Process Material Density Trending: SGS feed material densities are taken as part of the routine operating process. These densities are taken from the sorter belts under operating conditions and are recorded in the "sorter operating" software. These data are extracted and provided on the Density Trending Curves. The densities are trended according to process feed source and these data are utilized to convert volumes of process material to metric tons of process material. This continuous trending provides credence to the density conversion factors used for each of the respective process operations.

Schedule Resource Availability Analysis: The objective for these resource graphs is to provide a quick assessment of the availability or lack thereof for on-site personnel. These graphs merge the information from the Staffing Plan for on-site personnel with the resource information from the Work Breakdown Structure (WBS) schedule for comparison. The intent is to identify resource shortages before they impact the site operations and ultimately impede achieving production goals.

Staffing Plan: The project staffing needs are determined and based on the WBS developed to accomplish the necessary tasks identified to achieve the goals and objectives of the project. This structure is developed based on the SOW-defined production, maintenance, administrative and reporting requirements within the contract. This structure must address the Project Scope, which also includes all of the project support tasks required or imposed by the contract governing codes and standards. This includes health and safety issues such as maintaining site access control and health & safety records. The Staffing Plan should reflect the number of personnel required to satisfy the manpower needs of the project within the budgetary limitations of the project. In times of conflict the scope of the work may have to be negotiated to meet the budget of the project. The WBS likewise would reflect the scope adjusts, which would also be reflected in the Staffing Plan. This "definitization process" often requires contract adjustments as well.

The Staffing Plan is a dynamic document and changes with the status and needs of the project. It is updated periodically to agree with the Site Rotation Schedule, which is a TNU JA site document used to maintain and control personnel rotations on and off island. It is important that the Staffing Plan be maintained current because it provides input to the Spend Plan, which reflects the current project "cash flow" forecast. Attrition and staff changes are factored into the Staffing Plan as they occur or as they become known.

Spend Plan: The Spend Plan is fashioned after the TNU project contract costing documents. It is also a dynamic document and changes with the status and needs of the project. It is updated periodically to adjust for Staffing Plan adjustments, material and equipment procurement changes and adjustments for actual monthly invoicing. The Spend Plan is reconciled monthly for actual expenditures reflected in monthly invoicing. The reconciliation data are provided from the Cost Management Report, which is provided each month to support the Project Management Team in cost accounting matters to reconcile actual dollar expenditures from invoicing.

Cost Trending per SGS Metric Ton (MT): FCDSWA needed a tool for providing "macro-estimates" for funding calculations and budget forecasts. TNU has collected project operating costs and assessed them against total metric tons of processing through the SGS to provide trend data to support forecasting budget costs by metric ton of material to be processed. These data provide a quick and accurate method for forecasting project costs based on actual historical operations information.

Cost Performance Indicator (CPI): The Cost Performance Indicator (CPI) was developed to provide a cost indicator at a glance" to indicate as to how the project is progressing relative to cost. There are a number of different methods and comparisons which can be used for measuring and defining the CPI. In this application, the CPI is used to link the cost information provided within the schedule labor hours and dollars against the reality of actual dollar expenditures and monthly forecasting.

Schedule Performance Indicator (SPI): The Schedule Performance Indicator (SPI) was developed to provide a schedule indicator "at a glance" to indicate how the project is progressing relative to schedule. In this application, the SPI is used to link the schedule percent complete with the calendar duration percent complete. It is a pure comparison of the amount of duration used to-date compared to the amount of schedule completed to-date. In this application, the indicator is based on the SOW-defined production activities only.

Cost Management Report (CMR): The Cost Management Report was designed and developed to clarify actual monthly expenditures for reconciliation of monthly invoicing. It provides backup information and weekly break-out summaries of labor hours, labor dollars, material, equipment, travel and fee expenditures. This report was fashioned after the original contract costing documents and provides monthly and cumulative cost summaries with breakouts for fees, taxes and other contract funding categories. Additionally, it provides information on available funding, expensed funding used and percent (%) of funding used at month end. This report is provided to the client to support monthly invoice reconciliation. It is likewise utilized to update spend plans with actual expenditure information to ensure that forecasting is kept as current and accurate as possible.

Software: The Project Schedule utilizes Microsoft Project Ò as the scheduling software of choice. It provides a "user friendly" system that allows for a quick turnaround for status, updates and reporting. Microsoft Project Ò coupled with the Microsoft Office Ò utilizing Access for data base, Excel for spreadsheets and graphics provides for a "well-rounded" control process, which is simple enough that it does not require a controls specialist to understand and interpret.

Level I, Milestone Schedule: The Level I Schedule is used as the highest level of scheduling in the schedule hierarchy. This schedule provides senior and upper management with the minimum level of detail possible in portraying the goals, objectives or key events of the project. In this application, the Level I schedule is defined as the Project Milestone Schedule. This schedule consists of key events or milestones identified by the Project Management Team. These milestones represent the start or finish of the Contract Period of Performance, each of the SOW-defined production work processes, critical Contract Data Requirements List (CDRL) deliverables, Quarterly / Final reporting activities and Project mobilization / demobilization. Upon completion of the final contract definitization, these key events being logically tied within the schedule, are "base-lined" as a part of the Project Schedule. The project tracks the current forecast dates against the baseline dates for each item selected for management tracking on the Milestone Schedule. The Project Management Team then can identify changes in these milestones as the project progresses. Change in these milestones indicate project status "at a glance".

Level II, Summary Schedule: The Level II Schedule is the next highest level of scheduling in the schedule hierarchy. This level of scheduling is a summary level, which is defined within the schedule structure. In this application, the Level II Schedule is defined as the Project Summary Schedule. The activities reflected within the Level II Schedule are built into the schedule and are a reflection of the details within the schedule structure and summarize the tasks that comprise the various summary activities. These activities are "built" into the body of the schedule as it is "outlined". This is a management tool that allows a moderate amount of detail for identifying "pushes" to milestones for a quick understanding as to why and what is causing changes to the Milestone Schedule "at a glance".

Level III, Detail Schedule: The Level III Schedule is the next level of scheduling in the schedule hierarchy. This level of scheduling is the detail level, which is defined within the schedule structure. In this application, the Level III Schedule is defined as the "Project All Tasks Schedule". The activities reflected within the Level III Schedule are also "built" into the body of the schedule and are a reflection of the details within the schedule structure as it is "outlined" and represent the details and logic of the schedule. This is the working level schedule and it is at this level that projects are controlled and statused.

Level IV, Task Breakdown Schedule: The Level IV Schedule is the lower level of scheduling in the schedule hierarchy. This level of scheduling is the task breakdown level. This level includes the individual tasks that must be performed in order to accomplish the various Level III schedule activities. This level of detail is most often used in developing detail estimates for the Project and for defining the various Level III activities scheduling data. This level of detail is often necessary to schedule "daily" work schedules for resources. In this application, Level IV Scheduling has not been used. The Level IV details were used in development of the Level III details for schedule development and for cost estimates only.

These Project Management tools have been developed and defined in the Project Management Plan and are provided to the project in the form of a Project Controls Manual. The controls manual provides functional structure to the project controls process. This manual is issued to the Project Management Team following final contract definitization and establishing of a "base-line" WBS and schedule. The manual is issued again in its final form upon completion of the contract period of performance.

The project control tools and techniques developed and utilized on the Johnston Atoll Plutonium Contaminated Soil Remediation Project have provided structure and definition to the project. Additionally, they have helped to more clearly define the objectives, goals and scope of the project. Furthermore, the use of these techniques has helped the Project Management Team maintain "focus" and clarity of direction. This process has effectively demonstrated "control of process" by clearly defining the various control techniques, documents, reporting processes and data and information exchange processes. Figure 1 has been provided to demonstrate the Project Controls Manual development. Figure 2 illustrates the data and information exchange between the various control documents, which have been discussed. Figure 3 provides an "overview" of the various reporting documents and pictures their interface and reflects the contribution to enhanced communication for each report. Figure 4 has been developed to provide an organizational structure with basic position descriptions.

This project has demonstrated the advantage in using project controls and management tools in environmental reclamation and remediation projects. These "tools" have enabled the Project Management Team to effectively manage schedule and budget on a daily basis. These practices have enabled the project to be accomplished "on-schedule" and "on-budget".