Complex problem ... simple concepts ... transformed organization
In 1989, the United States Department of Energy's (DOE) Hanford Site in Richland, Washington, began the process of facility shutdown, decommissioning, and site cleanup. In 1994, a 'projectization' approach was adopted. This project posed unique complexities and dangers and was under strict time and budget constraints. This article overviews on-going progress two years into the project. Among topics discussed are the nature of stakeholder involvement, the risk-based decision-making process that was used and the nature of the project organization that developed and has become the model for the entire DOE complex. Top management has an especially important role to play in mapping a powerful project strategy and communicating a meaningful project vision that provides employees with common goals and builds commitment.