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<br /> <br />potential hazards relative to site conditions, including water safety concerns, driving <br />safety, climate related hazards, presence of dangerous wildlife, vectors, and plants, and <br />needed safety equipment. Appropriate safety briefings prior to any field activity, such as <br />site visits, will be conducted to apprise groups of any potential hazards. Initially the PM <br />and the Sponsor will generate a list of potential hazards and conduct a Preliminary <br />Hazard Analysis (PHA). More detailed safety plans may be developed for specific <br />contract work or future project phases. ThePMP will be amended as needed to <br />incorporate these plans. <br /> <br />11. CHANGE MANAGEMENT. <br />Change management is necessary because projects infrequently run precisely according to <br />the PMP. Change Management will allow for controlling and updating the FCA and PMP <br />(scope, cost, budget, schedule, quality requirements, etc.) based upon approved procedures. <br />Changes must have the approval of the study Sponsor and the Corps. Changes or <br />anticipated changes will be reported monthly to the Sponsor. If there are no significant <br />changes in scope, costs, and schedule, the project managers can approve the change and <br />record it in a modification to the PMP. Periodic team meetings with the PDT and the <br />affected water supply interests have been conducted throughout the course of the study in <br />order to coordinate change and provide periodic updates. <br /> <br />If there are changes that would result in an increase in total study cost or a delay in <br />completion of the overall study, the Corps will follow a procedure known as the Project <br />Schedule and Cost Change Report (SACCR). After concurrence from the Study <br />Management Team, the Corps PM will prepare the SACCR in concert with a program <br />analyst with the Planning, Programs and Project Management Division. This provides a <br />justification for the changes. Action is taken on SACCR's at the Omaha District and <br />Northwestern Division project review boards. To be approved by the Corps at the <br />District and the Division level, a SACCR must first be approved and signed by the study <br />Sponsor if the study is in a cost-shared phase. At the local level, the request for change <br />and costs would be reviewed by the Sponsors PM and Sponsor senior leadership. <br /> <br />Schedule changes are anticipated due the iterative nature of the planning process, and the <br />nature of Federal budget cycles. The schedule changes are being communicated semi- <br />formally with the Sponsor, Omaha District Senior Leadership and Northwestern Division <br />bye-mail, Project Review Committee (PRe) and the PQR. <br /> <br /> <br />Both the Corps and the Sponsor have veto power over any proposed scope and cost <br />changes. This provides both parties protection against commitments that would be <br />unacceptable to either party; the intent is that issues would be resolved at the Study Team <br />Level as much as possible. There will be monthly opportunities for thorough <br />communication about potential issues at the Corps at Project Review Board (PRB) <br />meetings and at the Sponsor level at regular agency meetings. Issues that cannot be <br />resolved at the level of the PDT would be raised to the Executive Committee. The <br />Omaha District would assign the Deputy to the Omaha District Commander, currently <br /> <br />10 <br />