project manager s assessment
play

Project Managers Assessment Overall performance for the Tank - PowerPoint PPT Presentation

Sep 12, 2023 •240 likes •1.65k views

Project Managers Assessment Overall performance for the Tank Operations Contract (TOC) is favorable with a cumulative-to-date cost performance index (CPI) of 1.01 and schedule performance index (SPI) of 0.99. The FY 2018 CPI is 1.04 with the FY

  1. Project Manager’s Assessment (cont.) One System, Chief Technology Office and Closure SST Closure: All of the documents required for closure of Waste Management Area C were provided to the appropriate reviewing authority. The comments provided for the DOE Order 435.1 Waste Incidental to Reprocessing Basis document were being closed with DOE-HQ personnel and will be delivered to DOE-HQ for approval by the end of December. Ecology comments received to date are being addressed, and weekly meetings are in progress to address and close their comments. Closure & Interim Measures: Four of five FY18 Waste Management Area (WMA) C Closure Projects began. The four Closure Projects are Grout Testing, 241-C-200 Series Tanks Closure Design, 241-C-301 Pre-Retrieval Sampling and Analysis, and WMA C Equipment Removal Evaluation. A fifth Closure Project, 244-CR-Vault Pre- Retrieval Sampling and Analysis, will begin later in the fiscal year. Tank Farm Projects AP-106 Pump Replacement: The AP-106 pump was shipped to the Environmental Restoration Disposal Facility, and the pump replacement crew mobilized to the next tank to begin preparations for pump replacement scheduled in Quarter 2 of FY18. Grab Sampling: The sampling team continued to support in-process sampling at C-105 for the Retrieval organization. The grab sample was completed for Tank AP- 107 and the samples were shipped for analysis. This liquid sampling is necessary to ensure Production Operations compliance with the authorization basis and environmental regulations. Following completion of the sludge weight measurements at Tanks AP-103 and AP-104, the sampling crew will set-up to sample Tank AW-102. SX Interim Barrier Construction: Construction of the evaportranspiration basin for SX Interim Surface Barriers (ISB) 1 and 2 continued. The design of the SX Expansion Barrier, designed to cover the northern portion of the 241-SX Tank Farm which will not be covered by SX South and SX North Barriers (Barriers 1 and 2), continued. The 60% design review of the SX Expansion Barrier and SX ISB (Barrier 3) is underway. The subcontractor completed the anchor trench excavation and soil compaction to complete the basin footprint. The access road at the north side of the basin was nearly complete; all obsolete piping was removed from the south side of the basin; and the north berm final soil lift was being applied. Liner layout, high-density polyethylene panel rollout and welding of seams commenced. Leak Detection Relay Replacement Pilot: The construction acceptance testing and operation acceptance testing were performed successfully on the newly installed leak detection relays for the pilot program in AP Farm. Design media for the assemblies of the mounting wireless transmitters in SY Farm began. DNFSB Recommendation 2012-2 SS Airflow Instrumentation: Mechanical installation of the Safety Significant airflow instrumentation at AW Farm began on tanks #1 and #2. The project team forecasted completion of the mechanical installations in AW Farm in mid-December. In AP Farm, the exhaust fan control loop tuning and checkout were performed following vent and balance. Single Shell Tank Integrity Visual Inspections: The visual inspection was completed at Tank BX-102, completing the final visual inspection rescheduled from FY17. The camera crew will start visual inspections in T Farm soon, working toward meeting FY18 commitments. November 2017 4

  2. Project Manager’s Assessment (cont.) Comprehensive Vapors Action Plan Chemical Protection Program Office: The DOE Office of Enterprise Assessment (EA-32) Team returned to WRPS in early November for a follow-up review of Hanford Tank Farms vapor issues. The team hosted focus groups, facilitated individual interviews, and reviewed reports and meeting minu tes as they documented WRPS’s tank farm vapor improvements. Overall the EA-32 Team were complementary of the progress that has been achieved since the last visit and indicated that overall evaluation scores were up in all categories from the original evaluation. The Chemical Protection Program Office continues to support EA- 32’s document review requests. Strobic Air Dilution Fan: Efforts are still ongoing to award Strobic a fabrication contract. The contract will allow Strobic to perform a factory acceptance test in FY18 to evaluate the capabilities of a mobile, skid-mounted unit to support future Hanford activities. After Strobic completes their factory acceptance testing at their facilities, the unit will be shipped to Hanford for a field test toward the middle of 2018. A test plan will be needed to support the bench-scale test. A statement-of- work (SOW) was started to procure the resources needed to prepare the test plan. AX Farm: A declaration of readiness was announced as both the POR-126 and POR-127 Operational Readiness Checklists were approved and completed. C2Sense has delivered the first ammonia sensor prototype. As a first prototype, a number of improvements to the system will be made before it goes into production. Five additional prototypes were delivered to WRPS at the end of November. Designing efforts have been initiated for the AX Farm stack monitors. The SOW to obtain Cerex support for stack monitoring activities was still in draft. The Plant Forces Work Review draft, which will address the stack monitor installation, was submitted for comment. Vapor Monitoring and Detection System (VMDS): Numerous activities were performed in support of permanent installation of the VMDS equipment in AP Farm. The activities included resolving comments on the Phase 2 Pilot-Scale Report, replacement of a defective probe filter on B train and continued preparation of cabinet drawings. Efforts were on-going to collect samples during upcoming waste transfers to support the development of the Autosampler. Nucon Vapor Abatement Unit (VAU): WRPS issued contract revisions to PNNL and TerraGraphics for FY18 scope and funding. The PNNL and TerraGraphics contracts allow for continued support of bench-scale activities. All paperwork and approvals for the NUCON contract for support of the propane-to-diesel conversion design were completed. Work continued on the preparation of the technology maturation plan for the NUCON vapor abatement unit. Industrial Hygiene (IH) Technical Basis and IH Program: WRPS and its subcontractors completed a Chemical Vapors Requirements Flow Down and gap analysis. Based on the gap analysis, WRPS developed an IH Manual and developed or revised documents and procedures to institutionalize the chemical vapors aspects of the IH program. The IH manual was drafted with specific focus given to institutionalizing the chemical vapors elements. It contains 17 revised or new implementing documents and procedures and was being routed for approval through the work review flow and approval process. These changes will be fully implemented in FY18. Tank Farms Public Address System for Event Notification: Crews were working on excavation for conduit installation to the Public Address (PA) system speakers in AP Farm. The subcontractor will pull and terminate wire to the speakers, to be followed by PA system functional testing. This will complete the PA system installation in the 200 East Area. November 2017 5

  3. Project Manager’s Assessment (cont.) Production Operations Production Operations continued to identify Tank AY-102 annulus exhauster prerequisites required to return the exhauster to operation. A status of actions and schedule were being created for distribution. Crews witnessed the solidification of the three-gallon Hanford low-activity waste (LAW) sample at Perma-Fix Environmental Services, Richland. The material was used in a study performed in the 222-S Laboratory 11-A hotcell to obtain performance data on an ion-exchange resin considered for use in tank waste pretreatment systems, and to generate waste characterization data that may assist in future secondary waste or LAW treatment options. Engineering The requirements elicitation for the Electronic Routing Board (ERB) was completed. ERB will be the electronic version of the existing paper Routing Board. The Routing Board tracks the current field configuration, including “red - lines”, of the waste transfer systems and associated jumper s. Crews also completed the requirements elicitation for the Shift Operations Status Board. The Shift Operations Status Board will be a kiosk-style dashboard in the Central Shift Office displaying summary system and process information for operations. P&CS engineers: • Effluent Treatment Facility (ETF) crews installed a pump and one spool piece in support of the Basin 44 pump removal and replacement. Also, crews replaced the thin film dryer mechanical seal and replaced filters in the load in filter bank. • Completed acceptance testing of a major upgrade to the Enterprise Data Historian (OSI-PI) System, which will add a new collection of modules called the PI Web Applications. The PI Web Application includes the PI Engineering Data Verification and Validation tool, the PI Interstitial Liquid Level Analysis tool, the PI Baseline Management tool (for process related baselines), and the comment maintenance tool (for viewing and adding comments to process related data). The PI Web Application modules are replacements for legacy modules that are being retired from the Personal Computer Surveillance Analysis Computer System. • Supported the formal project kick off for the SST Automation Project. Being a pilot project, scope identified a provision for design to include both wireless and fiber optic connections to TY Farm from Tank Farms Local Area Network. This will transition level and temperature instruments, including any other manually monitored field equipment, to the Tank Farms Monitoring Control System (TFMCS). • The central operations division completed the wall scrubbing of riser 89 for ultrasonic testing activities in Tank AY-101. • Provided review and comment on design submittals from design agent, ARES Corporation, for the AP Farm exhauster stack monitor piping and instrument diagrams (P&IDs) and installation drawings. Also supported several DOE assessment activities regarding vapors projects work performance level and temperature instruments, including any other manually monitored field equipment to the TFMCS. Additional November 2017 Items of Note • Brian Vance was selected as the new ORP Manager. Vance has more than 30 years of leadership experience while serving in key roles with Westinghouse, AREVA, and as a career submarine officer in the Department of Defense acquisition programs and the Navy nuclear propulsion program. Vance began his new role on November 6. • Amy Basche, WRPS Project Support Services Manager, accepted a new opportunity at Mission Support Alliance. Basche contributed to the tank farm project for more than 25 years and provided excellent service and immeasurable contributions to the team. She began her new position in November. November 2017 6

  4. Safety Statistics Through November 2017, Washington River Protection Solutions LLC (WRPS) had worked 4,097,124 hours (296 days) without a Lost Time Workday Injury and 202,693 hours (14 days) without a Recordable case. There was one Recordable case in November. Integrated Safety Management System The Fiscal Year (FY) 2018 cumulative performance indicators for Recordable cases (0.00) and DART cases (0.00) surpassed the U.S. Department of Energy Office of Environmental Management (DOE-EM) goals of 1.10 and 0.60, respectively. Additionally, the 12-month rolling average safety rates remained low, with a rates of 0.12 for Recordable cases and 0.04 for DART cases. Total Recordable FY 2018 Cumulative Summary Days Away, Restricted Workdays or Transferred (DART) FY 2018 Cumulative Summary * * * Score Based on FY 2018 Cumulative Case Rate November 2017 7

  5. Safety Statistics (cont.) Days Away, Restricted Workdays or Transferred (DART) Total Recordable 12 Month Rolling Average Summary 12 Month Rolling Average Summary First Aid Case Rate - 12 Month Rolling Average Summary One Recordable case in November: • Employee was moving a table while cleaning and caught finger between the table and a stationary cutting table causing fracture to finger tip. Five First Aid cases in November: • While ducking under a ladder employee reported low back and leg pain. • Employee struck hand on vehicle gearshift knob causing minor laceration. • When monitoring work activity on a UVOX system, employee experienced a headache. • When descending stairs, employee tripped and fell causing abrasion to hand and knee. • Employee tripped and fell while walking on a cover block causing laceration to wrist. November 2017 8

  6. PMB Funds Analysis by Year FY 2009-2017 Actuals Carryover from FY 2017 LAWPS Carryover LAWPS Capital Projected FY 2018 Expense PMB Fee $1,000.0 Projected Expense PMB funding for FY 2018 is $614.9M. The $900.0 $54.4 projected funding for LAWPS in FY 2018 is $86.7M. The fee pool for FY 2018 is $54.4M. The FY 2017 Carryover is $97.6M. There $800.0 is $60.6M in LAWPS Carryover, for a total of $914.2M $ Millions $700.0 $48.2 $38.0 $600.0 $614.9 $28.3 $500.0 $32.9 $28.0 $21.6 $400.0 $23.5 $19.0 $634.9 $621.6 $300.0 $17.9 $523.7 $471.0 $430.4 $409.9 $200.0 $86.7 $362.0 $366.6 $261.6 $60.6 $100.0 $97.60 $- November 2017 9

  7. FY 2017 Performance Based Incentive Profile November 2017 10

  8. Not-to-Exceed (NTE) Tracking Report November 2017 11

  9. NTE Tracking Report (cont.) November 2017 12

  10. NTE Tracking Report (cont.) November 2017 13

  11. NTE Tracking Report (cont.) November 2017 14

  12. NTE Tracking Report (cont.) November 2017 15

  13. Change Proposal Summary November 2017 16

  14. Expense SV/CV Forecast Projections November 2017 17

  15. Capital SV/CV Forecast Projections November 2017 18

  16. Small Business Reporting Through November 2017, WRPS has awarded a total of $1,669M in subcontracts, of which $1,090M (65.3%) CTD is attributed to small businesses. The CTD awards to small businesses exceeds the 58.2% small business subcontracting goal. WRPS will continue to promote small business subcontracting by setting aside procurement actions for small businesses when appropriate, as well as by reaching out to new small businesses in furtherance of this objective. In November of 2017, WRPS did 92% with small business only and the total small business award was 86.6%. In November 2017, the Small Business Program Manager attended a number of outreach events in the community to continue to search and network with the small businesses in the Tri-Cities community. The SBPM attended a capability workshop along with CH to teach new businesses the importance of developing a strong capability statement and the do’s/don’ts when cold calling and seeking meeting with potential vendors. Th is was done as part of a PTAC workshop that the Tri- City Regional Chamber helps with. This class was very beneficial to small businesses’ and for the SBPM to see new companies that are coming to town that might benefit the Hanford Site. The SBPM also attended “Meet the Buyer” with Fairchild Air Force Base at the Tri-City Regional Chamber. The speaker was great, and the SBPM and the speaker were able to exchange information to gather some more construction businesses’ that WRPS has a need for. The Tri-City Regional Chamber team met with WRPS Communications and the SBPM to discuss the next year and sponsorship opportunities available to get WRPS’ name in the community. They discussed the upcoming Women in Business Conference and deci ded that the SBPM will be one of the opening speakers for the event. There is no Hanford Small Business Council meeting this month, due to the holidays, but the meetings will continue again in January. The Small Business Council is also continuing to plan Bridging Partnerships which is being held in April 2018 at the Three Rivers Convention Center in Kennewick, WA. November 2017 19

  17. Baseline Change Requests November 2017 20

  18. Risk Management Assessment Management of TOC risks continued in November 2017. TOC key risks cross cutting the various programs and projects are identified below along with their associated ongoing/ planned handling actions, status of the handling actions, any emergent quality issues, staffing, alternative courses of action or other problems that may impact the baseline scope. During the month of November, WRPS maintained 33+ active risk registers. CURRENT RISK STATUS November 2017 21

  19. Risk Management Assessment (cont.) Identified risks realized in November included : LAWPS ETF • • ETFOP-037-R – “UV/OX Partial Failure” 710 - “DOE scope changes occur during LAWPS design” Handling Actions: Handling Action: • • Engage Mitigate magnitude of external stakeholder driven change • Research Newer System • CVAP Improve Reaction Time of Repairs • • BCR to Recuperate Costs CVAPP-022-R “Procurements Less Than Adequate” • Replace Prior to WTP Handling Action: • Identify and track project designated high priority SX Interim Barrier procurements for equipment and services • SXIBP-003-R – “Unexpected Field Conditions Cause Delays” Handling Actions: Tank Farms Program • • Trench out the whole area of the line TFPRO-001-R – “TFP Priorities Changes Frequently or are Not • Overtime for 4 weekends during October and November Adequately Controlled ” Handling Actions: • Work with Production Operations and Retrieval and Closure Tank Farm Automation • • TFAut-032-R – “Wireless Connectivity Unstable” Maintain Integrated Baseline Schedules • Handling Action: Manage changes through existing change control process • Early Testing • Supplemental Farm Survey • TFPRO-002-R – “As Found Field Conditions Differ from Expected • CAT Communications Testing (Materials & Radiological)” • Negotiate hardware upgrades for MSA equipment Handling Actions: • Perform field walk downs as needed prior to design • Perform radiological surveys prior to design work or as field conditions allow • Utilize GPR surveys in and around areas to be excavated • Investigate performance of riser/pit inspections w/o removal of cover blocks through utilization of some advance technology • TFPRO-006-R – “New Interpretation of Existing Requirement is Imposed” Handling Action: • Engage with support functions to outline implementation plan for requirement changes November 2017 22

  20. Risk Management Assessment (cont.) November 2017 23

  21. Risk Management Assessment (cont.) November 2017 24

  22. Risk Management Assessment (cont.) November 2017 25

  23. Risk Management Assessment (cont.) November 2017 26

  24. Risk Management Assessment (cont.) November 2017 27

  25. Risk Management Assessment (cont.) November 2017 28

  26. Government Furnished Services and Information (GFS/I) November 2017 29

  27. Tank Farm Projects November 2017 SX FARM EVAPOTRANSPIRATION BASIN Week One Week Two Week Three

  28. Tank Farm Projects Safety As of November 30, 2017 Tank Farm Projects has worked 1,379,893 hours or 1,345 days without a Lost Time Workday Injury And Has worked 553 days since a Recordable case. Work Related Injuries during November No reportable cases 12 Month Rolling Wave November 2017 31

  29. Tank Farm Projects Key Deliverables Status FY2018 Key Deliverables Target Forecast 242-A Integrity Assessment- Leak Test and IQRPE Assessment Report for DOE-ORP (WAC 173-303 Recommendation) SEP17 DEC17 Complete 90% design for AP-105 DFLAW upgrades DEC17 DEC17 Complete 242-A Process Condensate Station DEC17 JAN18 Continuous Air Monitor Upgrades - Issue Report FEB18 FEB18 AP801 Water Service Upgrade - Complete field installation of new equipment FEB18 FEB18 Complete twelve SST Integrity visual inspections FEB18 FEB18 Complete field work supporting ETF Integrity Assessment MAR18 MAR18 DST Improvement Plan - Procure robotic crawlers (2) FEB18 FEB18 242-A Reboiler - complete fabrication and deliver MAR18 MAR18 Complete field work supporting 219-S Integrity Assessment MAY18 MAY18 Simulant Valve Testing - completion of 1,500 cycle & Leak Testing all valves MAY18 MAY18 Complete permanent power installation to 6241-V in support of Crossite Transfer line Reactivation JUN18 JUN18 Complete nine DST Annulus visual inspections JUN18 JUN18 Perform NACE and/or encasement pressure checks at three pits. JUL18 JUL18 Leak Detector Relay Replacement Installation complete AUG18 SEP18 November 2017 32

  30. Tank Farm Projects DNFSB/TPA/Consent Decree Milestones Tank Farm Projects DNFSB Recommendation 2012-2 Implementation Plan (IP) Deliverables Submittal Date Completion Due Date Total (WRPS) Date (ORP) Float (ORP) Active Projects Action 2-2 Install SS instrumentation for real-time monitoring of the ventilation exhaust flow from each DST. 21-Mar-18 25-Apr-18* 31-Mar-18 -15 Action 2-3 Approve the safety basis amendment revising the flammable gas controls to use SS real-time flow 13-Aug-18 27-Sep-18* 30-Sep-18 0 monitoring instrumentation. Action 2-4 Implement a safety basis amendment revising the flammable gas controls to use SS real-time monitoring. 27-Sep-18 01-Nov-18* 31-Dec-18 30 Action 3-1 Provide SS annulus level detectors in each of the DST annuli where the flammable gas hazard exists 27-Jun-18 27-Jun-18* 30-Sep-18* 91* Tri-Party Agreement Milestones Submittal Date Completion Due Date Total (WRPS) Date (ORP) Float (ORP) Active Projects M-045-91E2 Provide SST Farms Dome Deflection Survey Report Every Two Years 8/28/2017 9/20/2017 9/20/2017 (completed) (completed) (completed) M-045-91I SST Integrity Assessment Completion Report 31-Aug-18 21-Sep-18 30-Sep-18 18 Consent Decree Milestones Submittal Date Completion Due Date Total (WRPS) Date (ORP) Float (ORP) Active Projects 2:08-CV-5085-RMP 242-A Spare Reboiler Fabrication Contract Award 11/14/2016 11/14/2016 11/14/2016 (Completed) (Completed) (Completed) 2:08-CV-5085-RMP 242-A Spare Reboiler Receipt 26-Mar-18 26-Mar-18 31-Dec-18 131 WAC Recommendations Submittal Date Completion Due Date Total (WRPS) Date (ORP) Float Active Projects WAC 173-303 242-A Integrity Assessment Completion Milestone 21-Dec-17 N/A 31-Dec-17 2 ETF Integrity Assessment - Rev. 1 Review ETF Integrity Assessment Program Plan Completion 27-Sep-18 N/A 30-Sep-18 0 * New deliverable date and approximate float November 2017 33

  31. Tank Farm Projects FY18 PBI Milestones TFP Total Fieldwork Field Float Change Float per % Probability Terminal Completion (to 1 wk PBI Completion Terminal of completion PBI # PBI Title Dates Analyst POC % of Fee Total Available Fee 12/18/17 8/31/18) (FES) 12/18/17 Date by 09/30/18 PBI-37.0.2.1 Complete Grab Sample #1 in support of Tank Operations Contract (TOC) mission - AP-107 large sample 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 23-Oct-17A 213 1 31-Oct-17A 228 100% PBI-37.0.2.2 Complete Grab Sample #2 in support of Tank Operations Contract (TOC) mission - AP-107 chemistry grab 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 13-Nov-17 A 208 0 30-Nov-17 A 208 100% PBI-37.0.2.3 Complete Grab Sample #3 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 29-Nov-17A 152 0 21-Dec-17 193 90% PBI-37.0.2.4 Complete Grab Sample #4 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 16-Dec-17a 178 0 21-Dec-17 193 90% PBI-37.0.2.5 Complete Grab Sample #5 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 16-Mar-18 118 0 26-Mar-18 130 80% PBI-37.0.2.6 Complete Grab Sample #6 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 23-Mar-18 113 0 2-Apr-18 125 80% PBI-37.0.2.7 Complete Grab Sample #7 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 04-May-18 83 0 14-May-18 95 80% PBI-37.0.2.8 Complete Grab Sample #8 in support of Tank Operations Contract (TOC) mission 30-Sep-18 Earhart, Amy Stoner, Ryan 0.9% $75,000 18-Jun-18 53 0 26-Jun-18 65 80% PBI-37.0.4 Complete robot crawler demonstration through field deployment in one DST 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 13-Aug-18 11 -4 21-Aug-18 21 80% PBI-37.0.5.1 Perform Ultrasonic testing examination of DST AY-101 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 05-Apr-18 82 -4 16-Apr-18 92 80% PBI-37.0.5.2 Perform Ultrasonic testing examination of DST AZ-101 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 20-Jun-18 40 -4 28-Jun-18 50 80% PBI-37.0.5.3 Perform Ultrasonic testing examination of DST AP-107 30-Sep-18 Earhart, Amy Castleberry, Jim 1.2% $100,000 26-Jul-18 20 -4 6-Aug-18 30 80% PBI-37.0.6 Complete design, fabrication, and testing of an annulus pumping system capable of deployment in anyone of the 27 30-Sep-18 Hui, Justin May, Dustin 3.6% $300,000 31-Jul-18 18 0 8-Aug-18 28 80% double-shell tanks PBI-38.0.1.1 Complete HVAC Control room upgrade (Complete the removal and replacement of the 242 ‑ A Evaporator Control 30-Sep-18 Wright, Bryan Stoner, Tyler 3.3% $275,000 08-Jan-18 132 0 15-Jan-18 143 80% Room HVAC system) PBI-38.0.1.2 Complete 242-A Evaporator Fire alarm panel upgrade 30-Sep-18 Powers, Katie Stoner, Tyler 3.3% $275,000 12-Jun-18 56 0 19-Jun-18 56 80% PBI-38.0.4.1 Complete installation of in-pit heaters in ten (10) pits 30-Sep-18 Powers, Katie Nelson, Bobby 3.5% $292,000 16-Oct-18 -16 0 24-Oct-18 -16 80% PBI-38.0.4.2 Complete AZ-102 pump replacement 30-Sep-18 Hui, Justin May, Dustin 3.5% $292,000 03-May-18* 146 0 7-May-18 146 80% PBI-38.0.4.3 Complete AW-103 pump replacement 30-Sep-18 Hui, Justin May, Dustin 3.5% $292,000 11-Sep-18* -12 0 15-Sep-18 15 80% PBI-38.0.4.4 Complete wireless instrumentation installation in nine (9) pits 30-Sep-18 Powers, Katie Larsen, Doug 3.5% $292,000 10-Sep-18 3 0 24-Sep-18 3 80% PBI-38.0.4.5 Complete electrical upgrades to AW-103 and AW-104 to support 242-A Evaporator campaigns and transfers from 30-Sep-18 Hui, Justin Stoner, Tyler 3.5% $292,000 14-May-18* 135 0 18-May-18 135 80% 241-AW-3 and 241-AW-4 PBI-38.0.4.6 Complete electrical installation to one permanent safety shower and electrical racks to three existing showers. 30-Sep-18 Hui, Justin Jansen, Jeff 3.5% $292,000 01-May-18 69 0 9-May-18 79 80% PBI-38.0.5 Complete one (1) basin cover replacement at ETF 30-Sep-18 Wright, Bryan Stoner, Ryan 10.2% $850,000 25-Jun-18 38 0 2-Jul-18 49 80% PBI-38.0.6.1 Complete AW Farm safety significant (SS) flow upgrades 30-Sep-18 Powers, Katie Larsen, Doug 3.9% $325,000 31-Jan-18 111 0 13-Feb-18* 126 80% PBI-38.0.6.2 Complete AZ Farm safety significant (SS) flow upgrades 30-Sep-18 Powers, Katie Larsen, Doug 3.9% $325,000 8-Mar-18 79 0 21-Mar-18* 106 80% PBI-41.0.2 In support of completion of TPA M-045-92, Complete Evapotranspiration Basin at SX Farm 30-Sep-18 Hui, Justin Jansen, Jeff 6.0% $500,000 11-Apr-18* 90 0 18-Apr-18 90 80% PBI-41.0.3 In support of completion of TPA M-045-92, Complete North Barrier as designed at SX Farm 30-Sep-18 Hui, Justin Jansen, Jeff 6.0% $500,000 09-May-18* 140 0 13-May-18 140 80% PBI-41.0.4 In support of completion of TPA M-045-92, Complete South Barrier as designed at SX Farm 30-Sep-18 Hui, Justin Jansen, Jeff 6.0% $500,000 30-Aug-18* 27 0 3-Sep-18 27 80% PBI-46.0.1 Complete design of AP-105 for Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 3.0% $250,000 05-Feb-18 116 0 12-Feb-18 127 80% PBI-46.0.2 Submit the 90% design submittal for AP-107 Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 3.0% $250,000 15-Aug-18 9 0 22-Aug-18 20 80% PBI-46.0.3 Removal and installation of AP-105 equipment to support Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 10.2% $850,000 24-Aug-18 5 0 30-Aug-18 15 80% PBI-46.0.4 Procure and fabricate AP-105 equipment to support Tank Farm Upgrades 30-Sep-18 Koerner, Chris Stoner, Ryan 4.2% $350,000 09-Apr-18 81 0 16-Apr-18 92 80% $8,302,000 November 2017 34

  32. Tank Farm Projects Performance CM and FYTD Current Month FYTD FY End WBS BCWS BCWP ACWP SV CV BCWS BCWP ACWP SV CV SPI CPI BAC FCST P EAC SVFCST VAC TCPI FCST P 5.01.01.03.07 - Tank Waste Sampling Program FY17 - - 4 - -4 - - -10 - 10 - - - 0 -10 0 10 - 5.01.01.03.08 - Core & Grab Sampling incl. ORSS & Equip - 18 39 18 -21 - 20 53 20 -33 - 0.38 - 341 387 341 -387 0.96 5.01.01.03.09 - Tank Waste Sampling Program FY18 261 261 204 - 57 418 418 363 - 55 1.00 1.15 2,725 2,725 2,715 (0) 10 0.98 5.01.01.03.10 - Grab Sampling 59 182 223 123 -40 63 253 277 190 -24 4.00 0.91 1,680 1,680 1,768 (0) -88 0.96 5.01.01.05.11 - 242-A Integrity Assessment 37 91 63 54 28 85 145 150 60 -5 1.70 0.96 103 172 241 69 -138 0.30 5.01.01.05.16 - Waste Transf Sys FFU Encasemnt Testing (FY16) - - 3 - -3 - 89 27 89 62 - 3.28 - 89 27 89 -27 - 5.01.01.05.20 - DST Integrity Improvement Plan 19 - 0 -19 -0 31 3 1 -27 3 0.11 4.07 1,383 2,524 2,557 1,141 -1,174 0.99 5.01.01.05.23 - CHEM-D-42 Leak Assessment 24 34 30 10 4 38 76 55 38 21 1.98 1.39 238 297 328 59 -90 0.81 5.01.01.05.25 - Integrity Project Mgt & Oversight FY17 - - 9 - -9 - - 12 - -12 - - - 0 12 0 -12 - 5.01.01.05.26 - Tank Integrity Chemistry & Corrosion (FY17&18) 34 34 0 - 34 55 55 4 - 51 1.00 15.27 357 357 5 0 352 266.01 5.01.01.05.27 - DST Integrity Ultrasonic Testing FY17 - 191 395 191 -203 - 325 453 325 -128 - 0.72 - 1,689 1,398 1,689 -1,398 1.44 5.01.01.05.28 - SST Integrity Visual Inspection 71 142 277 70 -135 150 242 395 92 -152 1.61 0.61 167 362 444 195 -277 2.41 5.01.01.05.29 - Waste Transf Sys FFU Encasement Testing FY17 - 2 26 2 -24 - 2 30 2 -28 - 0.07 - 128 202 128 -202 0.74 5.01.01.05.30 - DST Enhanced Annulus Visual Inspection FY17 - 21 38 21 -18 - 21 42 21 -22 - 0.49 - 26 53 26 -53 0.47 5.01.01.05.31 - Tank Chemistry Control FY17 - 94 58 94 35 - 151 140 151 11 - 1.08 - 406 337 406 -337 1.29 5.01.01.05.33 - FFS-Simulant Valve Testing 171 17 73 -154 -56 214 24 97 -190 -73 0.11 0.25 708 797 490 90 217 1.96 5.01.01.05.35 - SST Integrity Assessment 88 54 33 -34 20 109 58 51 -51 8 0.54 1.15 991 989 843 (2) 148 1.17 5.01.01.05.36 - DST Structural AOR to Support Tank Lvl Increase 197 72 60 -125 12 307 132 145 -175 -13 0.43 0.91 411 812 942 401 -531 0.85 5.01.01.05.38 - Integrity Project Mgt & Oversight FY18 253 253 126 - 127 406 406 185 - 221 1.00 2.20 2,643 2,643 1,993 0 651 1.24 5.01.01.05.40 - DST Integrity Ultrasonic Testing FY18 15 12 15 -3 -3 25 12 15 -12 -3 0.50 0.81 1,401 1,401 1,400 0 1 1.00 5.01.01.05.41 - SST Integrity Visual Inspection FY18 - 63 13 63 50 - 192 23 192 169 - 8.43 1,601 1,601 1,406 0 196 1.02 5.01.01.05.42 - Waste Transf Sys FFU Encasemnt Testing FY18 - 21 11 21 11 - 21 11 21 11 - 2.02 429 429 508 (0) -79 0.82 5.01.01.05.43 - DST Enhanced Annulus Visual Inspection FY18 18 18 10 -0 7 24 19 13 -5 6 0.80 1.47 809 809 663 0 147 1.22 5.01.01.05.44 - Tank Chemistry Control FY18 61 36 13 -25 22 98 57 23 -40 35 0.59 2.51 2,516 2,516 2,480 0 35 1.00 5.01.01.05.45 - ETF Integrity Assessment 85 103 26 18 77 225 188 62 -36 126 0.84 3.02 497 732 586 235 -89 1.04 5.01.01.05.47 - 219-S Integrity Assessment 82 4 14 -79 -10 98 7 19 -92 -12 0.07 0.36 1,562 1,562 1,061 0 501 1.49 5.01.02.06.13 - Replace ETF Basin Covers - 3 19 3 -17 - 11 62 11 -51 - 0.17 3,591 3,605 4,799 14 -1,208 0.76 5.01.04.01.16 - TF Automation Upgrades (DNFSB Action 3-1) - 1 43 1 -42 - 7 70 7 -63 - 0.10 - 72 235 72 -235 0.40 5.01.04.01.18 - DST In-Pit Heating - 100 62 100 39 37 148 127 111 22 3.98 1.17 1,840 2,656 2,514 816 -674 1.05 5.01.04.01.20 - LOW Van Software/Hardware upgrades - 1 28 1 -28 - 8 33 8 -24 - 0.26 - 39 54 39 -54 1.45 5.01.04.01.22 - Replacement of AW-106 Pump and Jumpers - - 13 - -13 - 10 -2 10 12 - (4.89) - 10 -2 10 2 - 5.01.04.01.30 - Cross-Site Transfer Line Activation 45 16 54 -29 -38 69 29 66 -40 -37 0.42 0.44 376 408 519 32 -143 0.84 5.01.04.01.44 - AP-801 Water Service Upgrade 179 69 132 -110 -63 191 83 204 -108 -121 0.43 0.41 739 860 1,135 122 -396 0.84 5.01.04.01.48 - DNFSB Recommendation 2012-2 Act 2-2 thru 2-4 549 170 322 -380 -152 853 261 443 -592 -182 0.31 0.59 4,155 4,311 4,190 156 -35 1.08 5.01.04.01.50 - 242-A Process Condensate Sampling Station - 9 24 9 -15 - 16 32 16 -16 - 0.50 - 384 405 384 -405 0.99 5.01.04.01.51 - Tank Farm Projects Prog Oversight - Opt P2 1,349 1,349 1,304 - 45 2,165 2,165 2,018 - 147 1.00 1.07 14,103 14,103 12,650 0 1,453 1.12 5.01.04.01.54 - Continuous Air Monitor Upgrades Evaluation 30 46 17 16 29 102 46 18 -56 28 0.45 2.51 130 233 108 103 23 2.09 5.01.04.01.60 - SY Exhauster Upgrades - - 140 - -140 - - 145 - -145 - - 8,629 9,661 14,028 1,032 -5,399 0.70 5.01.04.01.64 - DST Transfer Pump Replacements (FY17&18) 77 196 167 119 30 239 325 258 86 67 1.36 1.26 6,099 7,253 7,107 1,154 -1,008 1.01 5.01.04.01.69 - Leak Detector Relay Replacement 137 61 120 -76 -59 222 109 198 -112 -89 0.49 0.55 1,122 1,227 1,118 105 4 1.22 5.01.04.01.77 - TF Automation Upgrades (FY17&18) 102 136 106 34 30 158 194 130 36 64 1.23 1.49 2,773 3,077 3,297 303 -524 0.91 5.01.04.01.79 - AW-103 and AW-104 Electrical Upgrades 53 9 7 -43 2 86 86 12 -0 73 1.00 7.02 516 626 554 109 -37 1.00 5.01.04.01.80 - DNFSB-2012-2 Streamlined Approach to SS Vent. - - - - - - - 0 - -0 - - 667 667 674 0 -7 0.99 5.01.04.01.81 - AP-106 Transfer Pump Replacement - 48 239 48 -191 79 1,023 769 944 254 13.00 1.33 79 1,076 799 998 -720 1.77 5.01.04.01.84 - Long Length Equipment (LLE) Disposal Preparation - - 3 - -3 - - 22 - -22 - - - 0 22 0 -22 - 5.01.04.01.85 - 242-A Spare Reboiler - 6 15 6 -9 - 14 28 14 -14 - 0.51 - 515 652 515 -652 0.80 5.01.04.01.87 - DST TAPD and ISP Revision (FY17 & 18) 6 - - -6 - 10 0 -0 -10 1 0.03 (1.17) 392 392 290 (0) 101 1.35 5.01.04.01.88 - Safety Shower Upgrades 158 18 45 -141 -27 187 35 57 -152 -22 0.19 0.62 787 759 876 (27) -89 0.88 5.01.04.01.89 - Critical Transfer System Components - 2 23 2 -20 - 2 -134 2 136 - (0.02) - 107 632 107 -632 0.14 5.01.04.01.90 - 241-BY Farm Encapsulate Asbestos Insulation - - - - - - 2 0 2 2 - 5.51 - 2 0 2 -0 - 5.01.04.01.91 - 242-A Evaporator Fire Alarm Panel Upgrades - 1 9 1 -7 - 3 13 3 -10 - 0.22 - 781 841 781 -841 0.94 5.01.04.01.92 - 242-A Control Room HVAC Upgrade 53 291 205 238 86 151 349 289 198 60 2.31 1.21 214 443 369 229 -155 1.19 5.01.04.01.93 - Annulus Emergency Pumping Capability 46 34 91 -12 -56 74 73 102 -0 -28 0.99 0.72 269 303 270 34 -0 1.37 5.01.04.01.94 - Fire Alarm System Upgrades - 2704HV & 222-S Lab 157 14 8 -143 6 253 23 11 -230 12 0.09 2.09 399 427 479 28 -80 0.86 5.01.05.01.13 - Construction & Commissioning Mgmt - Opt P2 296 296 222 - 74 475 475 429 - 46 1.00 1.11 3,094 3,094 2,544 (0) 550 1.24 5.02.01.04.11 - Interim SX Barrier - Construction 261 168 184 -94 -16 419 610 734 191 -124 1.46 0.83 5,526 5,889 7,486 363 -1,959 0.78 5.02.01.04.12 - Interim SX Barrier - North Construction - - 4 - -4 - - 6 - -6 - - 4,459 4,459 4,443 (0) 15 1.00 5.03.02.06.08 - Project Management Upgrades support DFLAW 133 64 1 -69 64 252 278 5 27 273 1.11 54.13 1,379 1,564 1,186 185 193 1.09 5.03.02.06.09 - AP-107 Tank Farm Upgrades to Support DFLAW 352 397 490 45 -93 835 985 837 150 148 1.18 1.18 3,089 3,733 3,363 644 -273 1.09 5.03.02.06.10 - AP-105 Tank Farm Upgrades to Support DFLAW 15 300 610 286 -310 351 456 793 105 -337 1.30 0.58 7,439 7,743 7,018 304 421 1.17 Total 5,477 5,529 6,442 52 -913 9,553 10,745 10,380 1,192 365 1.12 1.04 92,086 105,567 107,462 13,481 -15,377 0.98 November 2017 35

  33. Tank Farm Projects Current Month Variances SCHEDULE ($52k) COST (-$913k) FY17 Carryover Schedule Recovery ($1,364k) 5.1.1.5.27 DST Integrity Ultrasonic Testing FY17 (-$203k)  Cause: Used significant labor resources including large amounts of overtime to meet $191k 5.1.1.5.27 DST UT AY-101  schedule expectations for mobilizing and initiating scanning at AY Farm. In addition $100k 5.1.4.1.18 DST In-Pit Heating design ventilation outages have prolonged scanning and led to less performance than anticipated  $119k 5.1.4.1.64 DST Transfer Pumps AW-103 preparations  for effort expended. $238k 242-A Control Room HVAC Upgrade Impact: increased overrun of the account previously overrun due to demobilization efforts at AZ-  $286k AP-105 Tank Farm Upgrades for DFLAW – design/fab 101 during FY2017. 5.1.1.5.33 FFS Simulant Valve Testing (-$154k) 5.1.1.5.28 SST Visual Inspections (-$135k) Cause: Delayed teardown, ($70.7K), and completion of the final test report, ($96.8K) as result of Cause: Increased effort associated with the A-104 and A-105 visual inspections in order to delays in testing the PBM metal seated valves while revisions were being made to the vendor's gather adequate waste depth measurements at multiple elevations as requested by the assembly procedure and to Flowserve Mach 1 valves due to an incorrect plug configuration Retrieval organization. This resulted in visual inspections taking longer than anticipated received from the vendor. which increased the number of shifts required by the crews to complete the videos. Impact: I mpacted the completion of the contract and final closeout. In addition, the testing delays Impact: I ncreased costs that have contributed further to the unfavorable contract-to-date will result in additional efforts and material to conduct testing of the PBM and Flowserve valves cost variance. since they are no longer being performed in parallel with the current testing of the Mcanna valves 5.1.1.5.36 DST Structural AOR (-$125k) 5.1.4.1.48 DNFSB Recommendation 2012-2 (-$152k) Cause: Unavailability of engineering resources to develop and review, the technically accurate Cause: Increase support from engineering, planning and construction subcontract statement of work caused a 2 month delay in PNNL starting their support and delay in award of resources needed to resolve as found conditions in the field to clean a small contaminated the seismic modeling subcontract. PNNL as well experienced resource availability issues. area of a pit and to resolve the valve handle interference issue in another pit. Impact: Overall, the project is projecting to finish 9 months behind schedule. Impact : Increased EAC for additional unrecoverable costs. 5.1.4.1.44 AP-801 Water Service Upgrade (-$110k) 5.1.4.1.60 SY Exhauster Upgrades (-$140k) Cause: Mobilization and installation of new equipment for the AP-801 Service Water Building Cause: Final contract closeout settlement costs. The project has been stopped due to the have been delayed as result of multiple rounds of clarification required with the proposal and anticipated increased inefficiency due to the SCBA requirement for field work. The proposal schedule. Also a QA surveillance was required as this was the subcontractor ’ s first construction contractor had started to order material and mobilize in the field before the WRPS contract. DOE-ORP decision to cancel the project. Impact: The project has an anomaly due to the contract close-out cost. There was no work Impact: Delayed start of field activities to December (two weeks). Completion February 2018. completed in the current month but the project received cost settlements from the construction contractor. 5..1.4.1.48 DNFSB Recommendation 2012-2 (-$380k) 5.5.1.4.1.81 AP-106 Transfer Pump Replacement (-$191k) Cause: Mechanical installation was delayed due to unexpected field conditions in AW Farm Cause: L abor usage costs associated with final demobilization efforts for the AP-106 pump including a small amount of contamination in one pit and valve handle interference issue in replacement. Resources utilized for this effort primarily consisted of NCOs and HPTs. another pit. This required two additional work packages to resolve the issue with placement of Impact: Unrecoverable cost overrun. Project is complete. a bypass loop and valve handle. Impact: The total of float for DNSFB 2012-2 Action 2-3 decreased by 9 days making the total float 1 day. The total of float for DNSFB 2012-2 Action 2-2 decreased by 39 days making the total float -29 day. 5.1.4.1.88 Safety Shower Upgrades (-$141k) 5.3.2.6.10 AP-105 Tank Farm Upgrades to Support DFLAW (-$310k) Cause: Conditions identified during field walk-downs for electrical rack siting and alteration of the Cause: Subcontractor over accrual for pump fabrication work in support of tank AP-105 location of power runs to simplify installation and future maintenance activities, required design Impact: The over-accrual causing a cost overrun will be reversed during December. changes impacting the excavation plan and work package development. As a result, award of the construction contract was delayed. Impact: Field work installation of the self- contained safety showers has been delayed; however, this should have no effect on the overall project completion forecast for Q4 FY18. 5.1.4.1.94 Fire Alarm System Upgrades 2704-HV and 222-S (-$143k) Cause: Delayed contract award to allow vendors additional time to prepare proposals. Impact: No current impacts to completion within FY2018. November 2017 36

  34. Tank Farm Projects Performance Cumulative to Date Cumulative to Date WBS BCWS BCWP ACWP SV CV SPI CPI BAC TCPI 5.01.01.03.07 - Tank Waste Sampling Program FY17 2,779 2,779 3,181 - -402 1.00 0.87 2,779 - 5.01.01.03.08 - Core & Grab Sampling incl. ORSS & Equip 1,866 1,545 1,683 -322 -138 0.83 0.92 1,866 0.96 5.01.01.03.09 - Tank Waste Sampling Program FY18 418 418 363 - 55 1.00 1.15 2,725 0.98 5.01.01.03.10 - Grab Sampling 63 253 277 190 -24 4.00 0.91 1,680 0.96 5.01.01.05.11 - 242-A Integrity Assessment 1,748 1,738 1,796 -9 -57 0.99 0.97 1,765 0.30 5.01.01.05.16 - Waste Transf Sys FFU Encasemnt Testing (FY16) 1,128 1,128 720 - 408 1.00 1.57 1,128 - 5.01.01.05.20 - DST Integrity Improvement Plan 1,398 230 479 -1,168 -249 0.16 0.48 2,751 0.99 5.01.01.05.23 - CHEM-D-42 Leak Assessment 270 249 371 -21 -122 0.92 0.67 470 0.81 5.01.01.05.25 - Integrity Project Mgt & Oversight FY17 2,965 2,965 2,080 - 885 1.00 1.43 2,965 - 5.01.01.05.26 - Tank Integrity Chemistry & Corrosion (FY17&18) 277 277 91 - 186 1.00 3.04 578 266.01 5.01.01.05.27 - DST Integrity Ultrasonic Testing FY17 3,651 2,288 2,850 -1,364 -563 0.63 0.80 3,651 1.44 5.01.01.05.28 - SST Integrity Visual Inspection 1,458 1,356 1,965 -103 -609 0.93 0.69 1,475 2.41 5.01.01.05.29 - Waste Transf Sys FFU Encasement Testing FY17 289 162 118 -126 44 0.56 1.38 289 0.74 5.01.01.05.30 - DST Enhanced Annulus Visual Inspection FY17 959 954 603 -5 350 0.99 1.58 959 0.47 5.01.01.05.31 - Tank Chemistry Control FY17 2,190 1,936 2,102 -255 -167 0.88 0.92 2,190 1.29 5.01.01.05.33 - FFS-Simulant Valve Testing 1,007 727 959 -280 -232 0.72 0.76 1,500 1.96 5.01.01.05.35 - SST Integrity Assessment 159 110 216 -48 -106 0.70 0.51 1,041 1.17 5.01.01.05.36 - DST Structural AOR to Support Tank Lvl Increase 1,325 749 719 -576 30 0.57 1.04 1,429 0.85 5.01.01.05.38 - Integrity Project Mgt & Oversight FY18 406 406 185 - 221 1.00 2.20 2,643 1.24 5.01.01.05.40 - DST Integrity Ultrasonic Testing FY18 25 12 15 -12 -3 0.50 0.81 1,401 1.00 5.01.01.05.41 - SST Integrity Visual Inspection FY18 - 192 23 192 169 - 8.43 1,601 1.02 5.01.01.05.42 - Waste Transf Sys FFU Encasemnt Testing FY18 - 21 11 21 11 - 2.02 429 0.82 5.01.01.05.43 - DST Enhanced Annulus Visual Inspection FY18 24 19 13 -5 6 0.80 1.47 809 1.22 5.01.01.05.44 - Tank Chemistry Control FY18 98 57 23 -40 35 0.59 2.51 2,516 1.00 5.01.01.05.45 - ETF Integrity Assessment 1,574 1,303 766 -271 537 0.83 1.70 1,846 1.04 5.01.01.05.47 - 219-S Integrity Assessment 98 7 19 -92 -12 0.07 0.36 1,562 1.49 5.01.02.06.13 - Replace ETF Basin Covers 3,641 3,638 5,940 -3 -2,302 1.00 0.61 7,232 0.76 5.01.04.01.16 - TF Automation Upgrades (DNFSB Action 3-1) 8,557 8,492 9,990 -65 -1,498 0.99 0.85 8,557 0.40 5.01.04.01.18 - DST In-Pit Heating 3,410 2,706 4,339 -705 -1,634 0.79 0.62 5,213 1.05 5.01.04.01.20 - LOW Van Software/Hardware upgrades 1,327 1,297 1,677 -30 -380 0.98 0.77 1,327 1.45 5.01.04.01.22 - Replacement of AW-106 Pump and Jumpers 5,186 5,186 5,830 - -644 1.00 0.89 5,186 - 5.01.04.01.30 - Cross-Site Transfer Line Activation 147 75 108 -72 -33 0.51 0.70 454 0.84 5.01.04.01.44 - AP-801 Water Service Upgrade 652 422 483 -230 -62 0.65 0.87 1,199 0.84 5.01.04.01.48 - DNFSB Recommendation 2012-2 Act 2-2 thru 2-4 10,230 9,481 8,072 -749 1,410 0.93 1.17 13,532 1.08 5.01.04.01.50 - 242-A Process Condensate Sampling Station 1,073 704 611 -369 94 0.66 1.15 1,073 0.99 5.01.04.01.51 - Tank Farm Projects Prog Oversight - Opt P2 16,360 16,360 15,007 - 1,353 1.00 1.09 28,298 1.12 5.01.04.01.54 - Continuous Air Monitor Upgrades Evaluation 211 52 30 -159 22 0.25 1.74 239 2.09 5.01.04.01.60 - SY Exhauster Upgrades 2,008 975 1,748 -1,032 -772 0.49 0.56 10,637 0.70 5.01.04.01.64 - DST Transfer Pump Replacements (FY17&18) 2,276 1,208 1,247 -1,068 -40 0.53 0.97 8,136 1.01 5.01.04.01.69 - Leak Detector Relay Replacement 560 343 732 -217 -389 0.61 0.47 1,461 1.22 5.01.04.01.77 - TF Automation Upgrades (FY17&18) 1,466 1,199 629 -267 570 0.82 1.91 4,082 0.91 5.01.04.01.79 - AW-103 and AW-104 Electrical Upgrades 227 117 35 -109 83 0.52 3.37 658 1.00 5.01.04.01.80 - DNFSB-2012-2 Streamlined Approach to SS Vent. 25 25 5 - 20 1.00 4.70 692 0.99 5.01.04.01.81 - AP-106 Transfer Pump Replacement 3,569 3,515 4,494 -53 -979 0.99 0.78 3,569 1.77 5.01.04.01.84 - Long Length Equipment (LLE) Disposal Preparation 1,882 1,882 2,747 - -865 1.00 0.69 1,882 - 5.01.04.01.85 - 242-A Spare Reboiler 982 480 330 -501 150 0.49 1.45 982 0.80 5.01.04.01.87 - DST TAPD and ISP Revision (FY17 & 18) 397 387 272 -10 115 0.98 1.42 778 1.35 5.01.04.01.88 - Safety Shower Upgrades 1,204 1,079 1,196 -124 -117 0.90 0.90 1,803 0.88 5.01.04.01.89 - Critical Transfer System Components 284 179 220 -105 -41 0.63 0.81 284 0.14 5.01.04.01.90 - 241-BY Farm Encapsulate Asbestos Insulation 383 383 260 - 123 1.00 1.47 383 - 5.01.04.01.91 - 242-A Evaporator Fire Alarm Panel Upgrades 811 33 58 -778 -25 0.04 0.57 811 0.94 5.01.04.01.92 - 242-A Control Room HVAC Upgrade 597 566 542 -32 24 0.95 1.04 660 1.19 5.01.04.01.93 - Annulus Emergency Pumping Capability 144 109 152 -35 -43 0.76 0.72 339 1.37 5.01.04.01.94 - Fire Alarm System Upgrades - 2704HV & 222-S Lab 309 51 18 -258 32 0.16 2.76 456 0.86 5.01.05.01.13 - Construction & Commissioning Mgmt - Opt P2 3,581 3,581 2,982 - 599 1.00 1.20 6,200 1.24 5.02.01.04.11 - Interim SX Barrier - Construction 1,079 907 900 -172 7 0.84 1.01 6,186 0.78 5.02.01.04.12 - Interim SX Barrier - North Construction - - 6 - -6 - - 4,459 1.00 5.03.02.06.08 - Project Management Upgrades support DFLAW 441 283 9 -158 274 0.64 31.30 1,568 1.09 5.03.02.06.09 - AP-107 Tank Farm Upgrades to Support DFLAW 4,282 3,788 4,183 -494 -395 0.88 0.91 6,536 1.09 5.03.02.06.10 - AP-105 Tank Farm Upgrades to Support DFLAW 2,446 2,247 2,324 -199 -77 0.92 0.97 9,533 1.17 Total 440,019 427,731 431,832 -12,289 -4,101 0.97 0.99 522,552 0.98 November 2017 37

  35. Tank Farm Projects CTD Schedule Variances CTD SV October 2017 (-$12,289k) 5.1.1.3.8 Core & Grab Sampling (-$322k) Cause: D elay in obtaining the AY-102 grab sample (-$147k) and a delay in the procurement of sampling equipment (-$157k).The AY-102 sample is dependent upon a determination on SCBA or APR requirements to perform the work. Also higher priority sampling in support of C-105 retrieval in September contributed to the delay. The purchase of sampling equipment in September has been delayed due to engineering evaluation of functions and requirements for the equipment, as well as, examining currently available equipment for ease in procurement. Impact: This variance does not impact any other control accounts. Sampling schedule variance will continue until higher priority sampling has been completed and a determination on SCBA or APR requirements has been made. Equipment schedule variance will continue through second quarter of FY18 due to engineering evaluation and long lead time for procurement, however the project has sufficient equipment to execute current scope of work. . Corrective Action: The schedule variance for AY-102 sample will be recovered in the coming months once higher priority sampling has been completed and a determination on SCBA or APR requirements has been made (Projected March). The sampling equipment variance will be recovered once equipment has been ordered and received (Projected March). 5.1.1.5.20 DST Integrity Improvement Plan (-$1,168k) Cause: Delay in design, fabrication, & delivery under both the Robotic Crawler WBS 5.1.1.5.20.1 and the Flash Thermography WBS 5.1.1.5.20.2. Two contracts have been awarded under WBS 5.1.1.5.20.1 (Robotic Crawlers). One contract was placed with Kurion and the other was placed with Adaptive Energy. Each vendor will provide a different robotic crawler capable of visually examining a Double Shell Tank bottom via the air slot in the annulus. These contracts were initially delayed as the technical evaluation and proposal ranking process took longer than anticipated. The delayed placement of the Kurion contract has caused the Final Design & Fabrication activities to push out three months, from June to September. In addition, the Adaptive Energy contract was set up with "lump sum" payment terms and their crawler isn't scheduled to arrive until December 2017. This means the performance for that scope will be taken all at once, after the crawler is received. The original plan was to take performance throughout the crawler design & build process which is how the Kurion contract was setup. The contract under WBS 5.1.1.5.20.2 (Flash Thermography) was not placed. A feasibility study was done to ensure the final product could be utilized to meet the scopes intent. It was determined that the Flash Thermography technology could not properly be deployed in the field so pursuing a contract was no longer viable. With the scopes intent not able to be met and the project on hold. The Preliminary & Final Design, as well as Fabrication, Test & Delivery activities are now behind schedule. Impact: Due to the lump sum payment terms on the Adaptive Energy contract under WBS 5.1.1.5.20.1 the CTD schedule variance was expected to grow. This variance should reduce in December as the robotic crawler under that contract is scheduled to be received and the associated performance will be taken. However, due to the delayed start in placing both contracts under WBS 5.1.1.5.20.1 & WBS 5.1.1.5.20.2. The CTD schedule variance should remain until the project is completed. Flash thermography scope will no longer be performed and has been logged to go off contract. Impact: Due to the lump sum payment terms on the Adaptive Energy contract under WBS 5.1.1.5.20.1, the CTD schedule variance was expected to grow. This variance should reduce in December as the robotic crawler under that contract is scheduled to be received and the associated performance will be taken. However, due to the delayed start in placing both contracts under WBS 5.1.1.5.20.1 & WBS 5.1.1.5.20.2. The CTD schedule variance should remain until the project is completed. Corrective Action: No corrective action, however the flash thermography scope balance has been logged as part of the scopes to go off contract. Upon receipt of formal deletion modification the baseline will be updated to reflect removal. 5.1.1.5.27 DST Ultrasonic Testing FY17 (-$1,364k) Cause: Delayed start of Ultrasonic Testing (UT) at AZ-101, AY-101, and the SY Farm floor scans. The delay was originally caused by the lack of necessary support labor resources required to perform the UT Scans at AN-106. These labor resources were performing UT scans in the 242 Evaporator Room under WBS 5.1.1.5.11. After the AN-106 UT field work kicked off in December, additional delays were incurred due to poor weather conditions. The Hanford site was closed, delayed or released early a number of times in December & January. These weather related delays caused the unfavorable schedule variance to grow and subsequently delay the start of UT scans at AZ-101. UT field work at AZ-101 was again delayed due to the PUREX tunnel collapse that occurred on May 9th, 2017. Three working days were lost as crews weren’t allowed into the farm (May 9th -11th). On May 12th, the UT crew was allowed back into the farm to retrieve the two crawlers that had been left on the Double Shell Tank (DST) annulus wall since the take cover was initiated on May 9th. The extended period of time each crawler spent on the annulus wall, caused them to receive high doses of radiation. This caused some electrical components to fail and require 2 additional working days to repair (May 15th-16th). On May 18th, UT field work at AZ-101 was shut down due to the unexpected discovery of contamination in the tank annulus. This discovery resulted in a stop work at AZ- 101 as an event investigation was implemented to review what took place and develop any necessary corrective actions. Due to the delays detailed above, UT testing at AZ-101 & AY-101 are now behind schedule.AY-101 UT scans are forecast to start early November 2017. Impact: The delayed start, inclement weather, PUREX tunnel collapse, and contamination event have impacted the schedule to perform Ultrasonic Testing (UT) on six Double Shell Tanks (DST) in FY17. The field work for AN-106 finished in March but had already slipped 47 days. The three SY floor scans finished 34 days behind schedule and the field work at AZ-101 & AY-101 is now planned for FY18. The final report on the last UT is scheduled to finish on 5/16/1. Corrective Action: Continue to work with the Work Area Manager and Production Controls to ensure the necessary resources are available to complete the UT field work at AZ-101(March 2018) and AY-101 (December 2017). November 2017 38

  36. Tank Farm Projects CTD Schedule Variances CTD SV October 2017 (-$12,289k) 5.1.1.5.36 DST Structural AOR to Support Tank Level Rise (-$576k) Cause: 1) Delayed contract award and start, 2) resource availability issues, and 3) additional seismic modeling requirements being identified. 1) This scope is primarily based on a large contract with Pacific Northwest National Laboratories (PNNL). The placing of this contract was delayed as engineering resources weren't available to develop and review a technically accurate statement of work. This resulted in a two month delay in PNNL starting their support. 2) PNNL experienced resource availability issues related to a delay in placing their subcontract with Becht Nuclear Services to support performance of the Seismic modeling. The contract was delayed as Becht was no longer on PNNL's Evaluated Suppliers List (ESL) and needed to have their Quality Assurance (QA) program re-reviewed. WRPS also experienced delays in having the Evaluation Criteria Document reviewed. The contracted expert reviewer was out of the country and unavailable. These resource related delay's resulted in an additional two month slip. 3) Recommendations from the expert reviewer led to an additional seismic modeling approach being implemented into the overall Analysis of Record. This has delayed the completion of a final seismic modeling approach and resulted in an additional four month schedule slip Impact: Overall, the project is projecting to finish 9 months behind schedule (September 2018). Corrective Action: No corrective actions have been identified at this time. The project is planning to finish nine months behind schedule (September 2018). 5.1.4.1.18 DST In-Pit Heating (-$705k) Cause: Procurement of heaters needed for FY18 field installation have been delayed by 5 months due to the procurement resources working on higher company priority procurements. Originally the materials were planned to be delivered in August, the current delivery date is beginning of the second quarter FY18. Impact: Projects affected if DST In-Pit Heating is not completed are as follows: TF Automation Part 2 due to the need for the project to install the AN01A and AN06A temperature monitoring trees and update associated design media to account for the utilization of the upgrades trees from both projects and vapor controls by limiting the use of operators and redeploying these resources to other projects would not occur (projects such as DST transfers). Corrective Action: Project has worked with procurement to insure the material request is awarded and heater delivery is scheduled the second quarter of FY2018. 5.1.4.1.48 DNFSB Recommendation 2012 2-2 thru 2-4 (-$749k) Cause: Delays in completion of AW Farm installation engineering change notice (ECN). During the review of the AW Farm ECN, an interference was observed with the planned position of the by-pass spools and contamination higher than planned was noted. The resolution of these issues delayed the completion of the design by two weeks which in turn belayed the completion of the work package planning which delayed the field work start. AW field work was originally planned to start first week of October but is now planned for December 2017. Impact: The total of float for DNSFB 2012-2 Action 2-3 decreased by 9 days making the total float 1 day. The total of float for DNSFB 2012-2 Action 2-2 decreased by 39 days making the total float -29 day. Corrective Action: Project is working mechanical installation at all tanks in parallel vs. sequential as planned. 5.1.4.1.50 242-A Process Condensate Sampling Station (-$369k) Cause: Delay in the planning and installation of Condensate Sampling Stations in the 242-A facility. This work is considered secondary to the facility completing evaporator campaigns and the subsequent outage at 242-A. The project will coordinate with the facility management to complete this install in FY18 (currently forecasted to finish in March FY18). Impact: No significant impact, this schedule variance was expected following delays at 242-A (The Evaporator 5.1.2.3.3) which has affected all downstream activities. Corrective Action: None. Project priority was determined to be secondary and is currently forecast for completion in March FY18. 5.1.4.1.60 SY Exhauster Upgrades (-$1,032k) Cause: Delays to fabrication and installation as result of suspension of fabrication and construction contracts. The company is determining whether or not to continue with SY Exhauster project into the fabrication and construction phases because the estimated cost for the installation has significantly increased. Inefficiencies are anticipated as result of changing requirements to perform installation on SCBA. Direction has been received from DOE-ORP and the project has been cancelled. Impact: There is currently no impact to any major milestone. The current project completion is the end of the TOC contract period. Project total float is currently 1 day to the end of TOC contract period. Corrective Action: Letter of direction received for WRPS to return scope of SY Exhauster Upgrade to UB and log to go off contract. . Baseline change request is in process to remove scope from the PMB and stage in UB to go off contract.. 5.1.4.1.64 DST Transfer Pump Replacements (-$1,068k) Cause: Result of WRPS reprioritization of the pump replacement projects. The AZ-102 pump replacement mobilization for pump removal is now the successor to the AW-103 pump flush field work. In November 2017, the AW-103 project realized a risk AW103-008-R, pump plugged during flushing. This realized risk prioritized and accelerated the schedule for AW-103 to mobilize and perform pump flush activities. In addition, as a result of this realignment, mobilization and field work activities associated with the AZ-102 pump replacement project have been further delayed and will not be performed until Q2 of FY 2018. Impact: Due to the acceleration of AW-103 pump replacement, AZ-102 field mobilization has been delayed until after pump flush activities have completed for AW-103. The AZ-102 project is anticipated to ramp back up with mobilization in Q2. Corrective Action: Full schedule recovery for fabrication and procurement activities are planned upon the receipt of the AZ-102 Actuator in January 2018. Full schedule recovery for the design activities is planned upon the release of the AZ-102 As-Built ECN in March 2018. November 2017 39

  37. Tank Farm Projects CTD Schedule Variances CTD SV October 2017 (-$12,289k) 5.1.4.1.85 242-A Spare Re-boiler (-$501k) Cause: Delayed receipt of the spare 242-A re-boiler currently undergoing fabrication. The re-boiler was originally anticipated to be received in September FY17; however, during the design review it was determined that an additional Finite Element Analysis (FEA) was needed to address nozzle loads of the vessel. Impact: The additional analysis has delayed the receipt of the spare re-boiler until March FY18 and will incur a negative schedule variance that will persist until receipt. Corrective Action: The additional analysis is complete and has been approved to allow the vendor to proceed with fabrication. 5.1.4.1.91 242-A Evaporator Fire Alarm Panel Upgrades (-$778k) Cause: Delay of installation as a result of an issue with original engineering change notice (ECN) needed for the installation. Engineering determined the original design did not have enough information to upgrade the fire alarm system in 242-A Evaporator. A reference engineering change notice (ECN) was developed and will be released which will allow for new design to be completed. The project is awaiting contract award. The field work is scheduled to start third quarter of FY18 and complete ahead of an evaporator campaign. Impact: Currently no impact to any evaporator campaign and field work will be executed within available facility windows. Corrective Action: Project will evaluate a recovery plan with the subcontractor once the contract is awarded. 5.3.2.6.9 AP-107 Tank Farm Upgrades to Support DFLAW (-$494k) Cause: Onsite field delays in the installation of a new gravel parking lot in the AP farm that has pushed the work completion into FY18. The overall layout including additional speed bumps and further considerations of crosswalks that increased overall duration. Project expects to complete this work by November FY18. Impact: No significant impact. Corrective Action: No corrective action required, this work is of secondary priority and will not affect any successor activities. November 2017 40

  38. Tank Farm Projects Schedule Recovery December Recovery  $ 666k DFLAW upgrades AP-105 / AP-107  $ 407k DST UT AY-101  $ 202k DST UT planning AZ-101 2017 Carryover Recovery (November)   $ 185k DST Transfer Pumps – AW-103 $ 286k AP-105 Upgrades to Support DFLAW   $ 169k AP801 Water Service upgrade installation $ 238k 242-A Control Room HVAC Upgrade   $ 167k SST Integrity visual inspections $ 191k DST UT AY-101  $ 149k DNFSB – SS Flow  $ 119k DST Transfer Pump – AW-103   $ 135k 242-A Process Condensate Sampling station installation $ 101k DST In-Pit Heating  $ 131k DST Improvement Plan (Robotics)  $ 122k Tank Chemistry Testing Labs - DNV  $1,032k SY Exhauster – ORP directed deferral January Recovery  $ 602k DFLAW upgrades AP-105  $ 382k DST Transfer Pumps AW-103  $ 282k DNFSB – SS Flow  $ 216k DST UT AY-101 and AZ-101 Planning  $ 225k DST Improvement Plan – robotics delivery  $ 176k Grab sampling  $ 174k DST In-Pit Heating  $ 137k ETF Integrity Assessment  $ 123k TF Automation Part II November Forecast Deltas February Recovery  $ 291k AP-105 Upgrades to Support DFLAW   $ 267k 219S Integrity Assessment $ 270k DNFSB 2012 SS Flow install in AW Farm  $ 148k Grab Sampling  $ 234k SX Barrier Evapotranspiration liner install   $ 124k DST In-Pit Heating $ 212k DST Transfer Pump replacement – strategy change   $ 111k DST UT AY-101 $ 146k DST In-Pit Heating design ECN changes  $ 109k SX Barrier Transpiration Basin  November 2017 41

  39. Tank Farm Projects Schedule Recovery November 2017 42

  40. Tank Farm Projects Performance - FY17 Carryover Forecast Recovery Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 5.1.1.3.8 - Core & Grab Sampling incl. ORSS & Equip 1,653 18,184 18,184 0 147,295 156,091 5.1.1.5.11 - 242-A Integrity Assessment 28,139 40,767 5.1.1.5.16 - Waste Transf Sys FFU Encasemnt Testing (FY16) 89,031 5.1.1.5.20 - DST Integrity Improvement Plan 0 0 239,006 317,978 218,576 6,965 17,482 125,607 146,330 69,250 5.1.1.5.23 - CHEM-D-42 Leak Assessment 41,988 11,793 4,198 549 384 5.1.1.5.27 - DST Integrity Ultrasonic Testing FY17 133,727 191,475 406,973 215,556 111,026 218,869 245,803 131,569 28,279 5,790 5.1.1.5.28 - SST Integrity Visual Inspection 21,217 70,475 71,393 15,486 13,550 2,252 5.1.1.5.29 - Waste Transf Sys FFU Encasement Testing FY17 411 1,568 72,625 47,256 6,602 5.1.1.5.30 - DST Enhanced Annulus Visual Inspection FY17 0 20,554 5,203 5.1.1.5.31 - Tank Chemistry Control FY17 57,135 93,854 122,583 50,993 60,737 20,645 5.1.1.5.33 - FFS-Simulant Valve Testing -35,968 13,436 11,192 9,325 20,639 28,486 30,099 12,325 5.1.1.5.36 - DST Structural AOR to Support Tank Lvl Increase -6,111 35,619 43,035 42,800 44,112 49,925 40,085 57,211 45,769 16,572 16,335 15,402 5.1.1.5.45 - ETF Integrity Assessment 46,579 65,634 34,237 57,635 18,787 -14,619 -10,956 -2,631 8,368 9,997 11,684 10,348 5.1.2.6.13 - Replace ETF Basin Covers 7,910 2,821 3,183 5.1.4.1.16 - TF Automation Upgrades (DNFSB Action 3-1) 5,979 813 9,327 3,270 175 596 15,836 36,286 5.1.4.1.18 - DST In-Pit Heating 48,121 99,955 65,719 324,052 196,306 12,968 10,375 12,968 10,375 10,375 12,968 11,857 5.1.4.1.20 - LOW Van Software/Hardware upgrades 7,758 660 8,233 8,366 13,475 5.1.4.1.22 - Replacement of AW-106 Pump and Jumpers 10,337 5.1.4.1.30 - Cross-Site Transfer Line Activation 10,182 3,394 18,103 5.1.4.1.44 - AP-801 Water Service Upgrade 1,652 20,386 55,442 53,991 7,306 -17,245 5.1.4.1.48 - DNFSB Recommendation 2012-2 Act 2-2 thru 2-4 38,765 3,241 103,181 11,168 5.1.4.1.50 - 242-A Process Condensate Sampling Station 6,856 8,752 135,451 73,851 83,532 75,842 5.1.4.1.54 - Continuous Air Monitor Upgrades Evaluation -71,757 36,478 83,876 54,113 5.1.4.1.60 - SY Exhauster Upgrades 0 0 16,346 10,059 218,179 134,264 0 0 385,893 122,021 145,409 5.1.4.1.64 - DST Transfer Pump Replacements (FY17&18) 13,857 136,427 201,735 232,604 45,369 47,836 84,865 269,904 99,404 1,799 7,571 12,741 5.1.4.1.69 - Leak Detector Relay Replacement 48,249 49,401 7,137 5.1.4.1.77 - TF Automation Upgrades (FY17&18) 73 48,990 56,575 94,773 145,896 -20,605 -22,359 5.1.4.1.79 - AW-103 and AW-104 Electrical Upgrades 56,407 -26,283 12,046 18,499 15,250 33,289 5.1.4.1.81 - AP-106 Transfer Pump Replacement 924,531 19,948 53,162 5.1.4.1.85 - 242-A Spare Reboiler 8,195 5,962 367 7,344 0 487,876 5,708 5.1.4.1.89 - Critical Transfer System Components 0 2,364 105,107 5.1.4.1.90 - 241-BY Farm Encapsulate Asbestos Insulation 2,072 5.1.4.1.91 - 242-A Evaporator Fire Alarm Panel Upgrades 1,485 1,485 12,146 21,097 21,097 30,273 155,385 536,338 1,774 5.1.4.1.92 - 242-A Control Room HVAC Upgrade -31,386 262,000 1,250 -2,383 5.1.4.1.93 - Annulus Emergency Pumping Capability 12,751 3,416 17,990 3,416 5.1.4.1.94 - Fire Alarm System Upgrades - 2704HV & 222-S Lab 0 14,082 14,082 5.2.1.4.11 - Interim SX Barrier - Construction 284,541 -122,332 176,885 5,977 17,931 5.3.2.6.10 - AP-105 Tank Farm Upgrades to Support DFLAW -84,734 277,869 460,318 601,586 450,654 333,720 143,023 -1,092,967 -785,543 5.3.2.6.8 - Project Management Upgrades support DFLAW 97,973 13,294 73,361 5.3.2.6.9 - AP-107 Tank Farm Upgrades to Support DFLAW 285,307 83,252 236,059 4,673 4,673 5,841 4,673 5,841 4,673 4,673 4,005 MONTHLY 2,062,926 1,509,735 2,955,709 2,284,034 1,861,552 1,593,269 720,020 92,450 -54,678 240,476 197,973 50,348 CUMULATIVE 2,062,926 3,572,662 6,528,371 8,812,405 10,673,958 12,267,226 12,987,247 13,079,697 13,025,019 13,265,495 13,463,468 13,511,485 PREVIOUS FORECASTS MONTHLY- OCT17 1,839,032 2,245,766 2,366,061 3,149,368 1,005,413 1,052,245 240,062 993,185 299,497 138,575 159,148 23,132 CUMULATIVE-OCT17 1,839,032 4,084,798 6,450,859 9,600,227 10,605,640 11,657,885 11,897,947 12,891,132 13,190,629 13,329,205 13,488,353 13,511,485 -$31K acceleration = SV $13,481k November 2017 43

  41. Tank Farm Projects FY18 Spend Plan Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 FY Spend ACWP/ETC PDN Target Delta (4W) (5W) (4W) (4W) (4W) (5W) (4W) (5W) (4W) (4W) (5W) (5W) Forecast Sep-17 5,866 11,258 9,073 8,197 7,513 8,980 8,700 9,930 9,432 9,984 13,001 8,550 110,485 Oct-17 3,939 7,989 10,481 10,212 8,214 8,668 7,917 10,039 11,837 10,364 12,655 8,063 110,378 Nov-17 3,939 6,442 7,442 7,050 7,807 9,799 11,526 10,295 10,662 8,678 9,467 14,325 107,431 109,890 2,460 Delta -1,927 -1,547 -2,947 Percentage -32.9% -19.4% -2.7% November delta: (-$1,547k), (-19.4 %) • (-$543k) - SX Farm Evapotranspiration Basin – as found field conditions delayed liner start • (-$357k) – TF Automation Phase II- fabrication delay • (-$207k) – DST Integrity Improvement Plan – Robotics delivery moved to December • (-$176k) – Safety Showers - delay start fabrication/install delay due to design issues • (-$109k) – AP-107 DFLAW Upgrades - potholing OFFSET BY: • $225k – completion FY17 SST videos FY Spend Forecast Delta (-$2,947k), (-2.7%) • (-$1,137k) – TF Management & Oversight – scrub labor resources, allocate new HPT to projects • (-$576k) – TF upgrades to support DFLAW FTE labor reduced in forecast • (-$500k) – DST In-Pit heating – projected design & fieldwork savings based on placed contracts • (-$410k) – Integrity Project Management & Oversight – forecast scrubbed • (-$350k) – Construction – Commissioning contract limited – funding challenge scrub • (-$357k) – TF Automation Upgrades Phase II • (-$334k) – Tank Chemistry & Corrosion reduction scope • (-$309k) – SX Barrier Construction - liner subcontractor performance OFFSET BY: • $450k – DST Transfer pumps – increase forecast to determine state of AW-103 pump • $239K – AP-801 Water Service Upgrade increase forecast • $142k – Replace ETF Basin Cover #2 – training costs for new subcontract personnel PDN Delta $2,460k • $1,184k SX Barrier North construction forecast scrubbed • $1,001k DST Transfer pumps – labor spend forecast scrubbed November 2017 44

  42. Tank Farm Projects Risks, Opportunities and Emergent Scope Risk • Schedule coordination of infrastructure projects with the 242-A Evaporator campaigns. Tank Farm Projects FY17 Emergent Scope Tracker Realization Forecast Funding Emergent Work Scope Date Finish Source 222-S Potable Water Air Gap Nov-16 TBD Prod. Ops. 2704HV & 222S Fire System Panel Replacement - design only Dec-16 FY18 TFP ETF Lead-lag compressor design/install - BBL (Project Manager) Mar-17 TBD Prod. Ops. SX Barrier Construction (Third section) Apr-17 TBD TFP Emergency Annulus Pumping Design/Fabrication (not on contract) May-17 FY18 TFP Cross Site Transfer Lines Qualification & Monitoring (not on contract) May-17 TBD TFP AP Farm Change Trailer and Parking Lot May-17 TBD TFP ETF Facility Stairs/Platforms Jun-17 FY18 Prod. Ops RCE Equipment (e.g. Core Sample Truck disposal) Jun-17 TBD Prod. Ops. 219S Integrity Assessment - Field work Jul-17 FY18 TFP ETF 310/311 Integrity Assessment Jul-17 FY18 TFP Predictive Maintenance Pilot Oct-17 TBD Prod. Ops. AY-102 Sample to support Retrieval Closure Oct-17 FY18 Retrieval U-107 LOW Replacement (sleeve?) TBD TBD TFP TSCR Infrastructure Upgrades ( ORP Letter of Direction) TBD TBD TFP C-301 Visual Inspection and Direct Push Characterization Nov-17 FY18 Closure November 2017 45

  43. Tank Farm Projects Accomplishments and Look Ahead Accomplishments: November: • Initiate AW Farm SS Flow instrumentation installation • Perform AP-107 grab sample • Initiate AY-101 UT scans of secondary liner floor and wall • Perform two FY17 SST visual inspections (carryover) • Remove/install 242-A Control Room HVAC • Ship old AP-106 pump to ERDF for disposal • Leak detector relay equipment CAT/OAT AP Farm Look Ahead: December: • Perform AW-102 grab sample(CPL) • Perform AP-106 grab sample (CPL) • Perform AP-103-D NACE pit inspection (CPL) • Commence AP-801 upgrades by removing existing water flow controller equipment (CPL) • Install liner SX Farm Evapotranspiration Basin (CPL) • Continue AW Farm SS flow instrumentation installation January: • Install AP-801 new water flow controller equipment • Continue AW Farm SS flow instrumentation installation • TF automation wireless equipment installation AP Farm • AW-103/AW-104 electrical upgrade site preparation & trenching • Safety Shower upgrades – install hardwire existing SY Farm shower • Fabricate/ Factory Acceptance Testing AN and AP Farm Wireless Infrastructure Equipment • Receive in-pit heaters for remaining pits installations • Safety Shower upgrades installation AW Farm • Issue subcontract release for placement of SX asphalt barrier February: • Complete Ultrasonic Testing DST AY-101. • Complete AW Farm safety significant instrumentation installation • Complete site preparation and trenching for AW-103/AW-104 electrical upgrades • SX Barrier Monitoring System installation Phase I • SX Farm Evapotranspiration Basin – Hydro-seed and Install fencing November 2017 46

  44. Tank Farm Projects Approved Baseline Change Requests Log Reporting FY18 (MR / FY17 Baseline BCR Number BCR Title FY18 (NEW) FY18 Total Month XFER) Running Total NA FY18 Baseline - Start of Fiscal Year (As of 10/01/17) September $0 $0 $0 $91,523,246 October 2017 $91,523,246 November 2017 $453,170 $0 $453,170 $91,976,416 RPP-18-032 Move Remaining SY Exhauster Scope to UB for Removal from Contract December -$9,662,000 $0 -$9,662,000 $82,314,416 RPP-18-033 Tank-Side Cesium Removal Balance of Plant December $0 $4,024,492 $4,024,492 $86,338,908 RPP-18-034 TFP Internal Re-planning December $0 $0 $0 $86,338,908 RPP-18-040 U-107 Liquid Observation Well (LOW) Replacement December $553 $0 $553 $86,339,461 December 2017 -$9,661,447 $4,024,492 -$5,636,955 $86,339,461 RPP-18-XXX CP-17-004 Fire Alarm Panel Replacements (222-S Design Scope Addition & N January $0 $86,339,461 RPP-18-XXX CP-17-017 Annulus Emergency Pumping Capability Scope Addition & NTE January $86,339,461 Increase $0 RPP-18-XXX CP-17-018 Cross Site Transfer Lines Scope Addition & NTE Increase January $0 $86,339,461 RPP-18-035 TFP PMR Scope Adjustments January $0 $86,339,461 January 2017 $0 $0 $0 $86,339,461 RPP-18-XXX Resolution of Prosoft radio and Meru access point Communication Issue- Automation Part 1- DNFSB Recom 2012-2 Action 3-1 TBD $86,339,461 RPP-18-XXX Remove Flash Thermography Scope to UB for Removal from Contract TBD $86,339,461 RPP-18-XXX MUST Assessment Report from BBL TBD $86,339,461 TBD $0 $0 $0 $86,339,461 Cumulative Fiscal Year to Date -$9,208,277 $4,024,492 -$5,183,785 $86,339,461 November BCR was for Re plan of AW-103 and AZ-102 DST Transfer Pump Replacements November 2017 47

  45. Tank Farm Projects Contract Changes November 2017 48

  46. Tank Farm Projects Risk Status November 2017 November 2017 49

  47. Comprehensive Vapor Action Plan November 2017 AP & C Farm PA System Installation

  48. Comprehensive Vapor Action Plan Project Key Deliverables FY2018 Key Deliverables Target Forecast SEP 2018 SEP 2018 PBI-44.0.1: Complete Installation of Stack Monitoring in AW, AX (2), AN, and 702-AZ PBI-44.0.2: Compete Field Installation and Functional Testing of PA System in B, BX, BY, S, SX, SY, T, TX, TY, and U farms. SEP 2018 AUG 2018 PBI-44.0.3: Complete SST Automation Upgrades at TY Farm SEP 2018 JUL 2018 PBI-44.0.4: Complete NUCON Bench Scale Test and Summary Report SEP 2018 SEP 2018 PBI-44.0.5.1: Complete Initial Factory Acceptance Testing of Strobic Unit MAR 2018 MAR 2018 PBI-44.0.5.2: Complete Second Phase of Off-site Strobic Demonstration and Prepare Results Summary SEP 2018 SEP 2018 PBI-44.0.6: Complete Field Installation and Turnover AW Stack Extension to Operation SEP 2018 SEP 2018 PBI-44.0.7: Complete Six (6) Cartridge Testing Iterations SEP 2018 JUN 2018 Issue Quantitative Risk Analyses (QRA) for six (6) tank farms SEP 2018 SEP 2018 November 2017 51

  49. Comprehensive Vapor Action Plan Project Performance Current Month/Fiscal Year Current Month FYTD FY End WBS BCWS BCWP ACWP SV CV BCWS BCWP ACWP SV CV SPI CPI BAC FCST P EAC SVFCST VAC TCPI FCST P 5.01.05.11.01 - 1-SC1 - Plan for Tank Head Space Sample - 6 - 6 6 - 6 - 6 6 - - - 9 5 9 -5 0.58 5.01.05.11.09 - 9-DR1 - Head Space & Stack Sampling - - 0 - -0 - - 2 - -2 - - - 504 364 504 -364 1.39 5.01.05.11.33 - 33-RM6 - New Vapor Detection Technology -219 33 35 252 -2 -219 49 61 268 -12 (0.22) 0.80 -219 92 61 311 -280 - 5.01.05.11.38 - 38-RM10 - Management Commitment - - 2 - -2 - - 2 - -2 - - - 0 2 0 -2 - 5.01.05.11.43 - 43-RC5 - IH Professional Development Training - - - - - - - - - - - - 170 170 170 (0) 0 1.00 5.01.05.11.48 - CVAP Management Commitment 390 390 457 - -68 625 625 708 - -83 1.00 0.88 4,061 4,061 4,168 (0) -107 0.99 5.01.05.11.49 - New Vapor Detection Technologies 299 307 871 8 -564 969 576 1,217 -392 -641 0.59 0.47 3,640 4,180 3,884 540 -244 1.35 5.01.05.11.50 - CVAP Studies 387 287 179 -101 108 619 509 262 -109 247 0.82 1.94 4,463 4,786 3,305 323 1,158 1.41 5.01.05.11.51 - Head Space & Stack Sampling - 2 2 2 -0 - 2 2 2 -0 - 0.97 214 395 317 181 -103 1.25 5.01.05.11.52 - Chemical Cartridge Evaluations 209 243 162 34 80 335 243 338 -92 -95 0.73 0.72 3,165 3,165 3,412 (0) -247 0.95 5.01.05.11.53 - Tank Farms PA Systems for Event Notification 271 107 264 -164 -157 319 241 294 -78 -52 0.76 0.82 3,295 4,015 3,691 720 -396 1.11 5.01.05.11.54 - Chemical Vapor Engineered Control Upgrades 121 184 144 62 40 150 262 227 112 35 1.75 1.16 883 1,050 847 167 36 1.27 5.01.05.11.55 - AW Strobic Air Upgrade 79 21 4 -58 18 127 42 7 -85 35 0.33 6.25 2,576 2,866 2,821 290 -245 1.00 5.01.05.11.56 - Vapor Monitoring & Detection System Upgrades 389 489 585 100 -96 2,250 1,092 1,188 -1,158 -96 0.49 0.92 8,353 9,060 8,163 707 190 1.14 5.01.05.11.57 - Industrial Hygiene Trailer 141 34 46 -107 -12 149 40 55 -109 -15 0.27 0.73 1,871 2,130 2,093 258 -222 1.03 5.01.05.11.58 - SST Stewardship Program 121 35 73 -86 -38 194 52 95 -143 -43 0.27 0.54 2,089 2,476 2,390 387 -301 1.06 5.01.05.11.59 - NUCON Vapor Abatement 310 101 121 -209 -20 497 101 188 -397 -87 0.20 0.54 2,032 2,109 2,232 77 -200 0.98 5.01.05.11.60 - CVAP 222-S Laboratory Upgrades 68 34 6 -34 28 501 54 9 -447 45 0.11 6.09 546 707 576 162 -31 1.15 Total 2,566 2,271 2,950 -295 -679 6,516 3,893 4,651 -2,623 -758 0.60 0.84 37,139 41,774 38,499 4,636 -1,360 1.12 FYTD SV Forecast $4,636K : FYTD CV Forecast -$1,360K : • • FY17 Carryover Recovery CVAP studies: Health Process Plan national lab support reduction to meet current • PA System: AP & C farm installation and testing fiscal year scope needs ($1,158k) • • VMDS: AP farm equipment turnover VMDS: AP Turnover team smaller than planned as resources are shared between • Head space: BY farm jig comparison testing several different scopes of work ($190k) • C2Sense Prototype development and enhanced auto-sampler Offset by: development • Chemical Cartridge: National Lab increased support to aid in cartridge testing • SST Stewardship: TY Automation design reports and development of future sampling strategy document (-$247k) • CVAP Studies: Health Process Plan report production and APGEMS • New Vapor Technologies: Increased vendor support to complete development of dispersion modeling update enhanced auto-sampler. (-$244k) • FY17 Carryover • Head Space Sampling (-$364k) • C2Sense development (-$280k) • PA System AP & C Farm (-$396k) • SST Farm Upgrades Design (-$301k) November 2017 52

  50. Comprehensive Vapor Action Plan Current Month Predominant Cost and Schedule Variances Current Month Schedule (-$295K) Current Month Cost (-$679K) 5.1.5.11.59 – NUCON Vapor Abatement ($209k) 5.1.5.11.49 – New Vapor Detection Technologies(-$564k) Cause : The unfavorable current month schedule variance is the result of project delays directly related to the Cause : The current-month unfavorable cost variance is predominantly driven by greater than anticipated decision to move to directly to Phase 2 Diesel Testing. The delay was anticipated and addressed in BCR-18- duration and associated cost for technical subcontract support for vapor monitoring and detection system 015 with the elimination of the 2nd NUCON bench scale test and the repurposing of the propane test to diesel support at AP pilot operations and over-arching technical support during design development of placement of testing. As a result, diesel testing has been accelerated in the field execution schedule by two months from VMDS equipment. the initially planned date of July 2018 to May 2018. Technical support contracts have been extended through December of FY18. The usage variance is a result Corrective Action : No corrective action required. Current-month variance. of three additional months of support than originally planned. Project team is working to complete necessary turnover and procedural update tasks. Corrective Action : No corrective action required for current-month variance. 5.1.5.11.53 – Tank Farms PA System for Event Notification (-$164k) 5.1.5.11.53 – Tank Farms PA System for Event Notification (-$157k) Cause : The current-month unfavorable schedule variance is due to delay in the expected arrival of the PA Cause : The unfavorable current month cost variance is predominantly due to requiring additional subcontract system west area materials. Reader-boards for the project have been ordered and are expected to arrive time to complete the 90% design packages for the west area packages. 90% design is currently in progress after a 12 week lead time on 3/5/18. and is expected to be completed in December FY18. Corrective Action : No corrective action required. Current-month variance. Corrective Action : No corrective action required for current-month variance. 5.1.5.11.57 – Industrial Hygiene Trailer (-$107k) Cause : The current month unfavorable schedule variance results from delays completing 90% design of the IHT trailer. The project team has spent greater than anticipated time developing trailer sketches, layouts, and site evaluations to meet the needs of the Industrial Hygiene group. IH needs have been established and the project will drive finalization of sketches to provide for 90% design of trailer. Corrective Action : No corrective action required. Current-month variance. November 2017 53

  51. Comprehensive Vapor Action Plan Project Performance Cumulative to Date Cumulative to Date WBS BCWS BCWP ACWP SV CV SPI CPI BAC TCPI 5.01.05.11.01 - 1-SC1 - Plan for Tank Head Space Sample 225 222 285 -3 -62 0.99 0.78 225 0.58 5.01.05.11.09 - 9-DR1 - Head Space & Stack Sampling 4,110 3,607 2,443 -504 1,163 0.88 1.48 4,110 1.39 5.01.05.11.33 - 33-RM6 - New Vapor Detection Technology 17,613 17,570 16,764 -44 806 1.00 1.05 17,613 - 5.01.05.11.38 - 38-RM10 - Management Commitment 6,426 6,426 5,513 - 913 1.00 1.17 6,426 - 5.01.05.11.43 - 43-RC5 - IH Professional Development Training - - - - - - - 170 1.00 5.01.05.11.48 - CVAP Management Commitment 5,335 5,335 5,729 - -394 1.00 0.93 8,771 0.99 5.01.05.11.49 - New Vapor Detection Technologies 8,467 7,535 9,333 -932 -1,798 0.89 0.81 11,139 1.35 5.01.05.11.50 - CVAP Studies 4,218 3,785 3,737 -432 48 0.90 1.01 8,062 1.41 5.01.05.11.51 - Head Space & Stack Sampling 190 11 14 -179 -3 0.06 0.79 404 1.25 5.01.05.11.52 - Chemical Cartridge Evaluations 5,460 5,368 4,942 -92 426 0.98 1.09 8,290 0.95 5.01.05.11.53 - Tank Farms PA Systems for Event Notification 3,664 2,866 2,678 -798 188 0.78 1.07 6,640 1.11 5.01.05.11.54 - Chemical Vapor Engineered Control Upgrades 1,257 1,202 1,809 -55 -607 0.96 0.66 1,991 1.27 5.01.05.11.55 - AW Strobic Air Upgrade 523 148 63 -375 86 0.28 2.37 2,972 1.00 5.01.05.11.56 - Vapor Monitoring & Detection System Upgrades 3,999 2,134 3,177 -1,865 -1,044 0.53 0.67 10,102 1.14 5.01.05.11.57 - Industrial Hygiene Trailer 461 94 121 -367 -28 0.20 0.77 2,183 1.03 5.01.05.11.58 - SST Stewardship Program 655 126 131 -529 -5 0.19 0.96 2,550 1.06 5.01.05.11.59 - NUCON Vapor Abatement 1,013 540 612 -474 -72 0.53 0.88 2,548 0.98 5.01.05.11.60 - CVAP 222-S Laboratory Upgrades 686 76 19 -609 57 0.11 4.02 730 1.15 Total 85,372 78,113 78,681 -7,259 -568 0.91 0.99 115,995 1.12 November 2017 54

  52. Comprehensive Vapor Action Plan Cumulative to Date Predominant Cost and Schedule Variances CTD Schedule (-$7,259K) CTD Cost (-$568K) 5.1.5.11.53 – Tank Farms PA System for Event Notification (-$798k) 5.1.5.11.49 – New Vapor Detection Technologies (-$1,798k) Cause : The contract-to-date unfavorable schedule variance is predominately driven by; Cause : The contract to date unfavorable cost variance is predominantly driven by greater than anticipated duration and associated cost for technical subcontract support for vapor monitoring and detection system 1) Delayed initial PA system procurements ($297k) support at AP pilot operations and over-arching technical support during design development of placement of VMDS equipment. . 2) The delayed start of construction for the permanent public address system around the east area tank farms ($314k) Corrective Action : The project manager will continue to monitor need for technical subcontracts and work to scale back support as farms get closer to turnover to operations. The variance is caused by upfront design delays following a late contract award as upfront scoping agreements took longer than anticipated for east area farms. 90% design was required before the project team could move forward contracting a construction subcontractor to perform east area field work and finalizing complete Bill of Material. 90% design is completed for necessary field packages and the construction contract has been awarded. Major purchase orders have been received with the exception of the reader boards, which will arrive in March of FY18 due to a 12 week lead time. Work package planning was delayed as a result of late construction contract award following 90% design. AP & C work packages have been completed and field work is on going with expected completion in December FY18. Field excavation is complete and initial speaker poles have been mounted in 6 out of the 8 east area farms. Corrective Action : AP Farm ECN revision underway in order to continue field work. Installation forecasted to complete in December. Functional testing and turnover of East area farms will follow. 5.1.5.11.60 – CVAP 222-S Laboratory Upgrades (-$609k) 5.1.5.11.9 – Head Space & Stack Sampling ($1,163k) Cause : The cumulative to date schedule variance is primarily due to the delayed procurement of the GC Cause: The favorable contract-to-date variance is due to usage efficiencies attributed to field labor support mass spectrometer. Subcontracting issues related to the procurement of the equipment have been resolved usage and diminished Crane & Rigging support to Head Space & Exhaust Stack Sampling in FY16. and the procurement contract has been issued with an anticipated receipt date of mid January. Installation and renovation activities will follow and are expected to begin in February. After carrying out initial samples, it was determined that 1) Less than anticipated NCO's, IHT's, HPT's, and plant engineers are required to complete samples, 2) samples can be completed with less than originally Corrective Action: No corrective actions planned. Installation & Renovation activities are expected to planned Crane & Rigging support because the riser caps being accessed to perform sampling can be conclude in August removed manually rather than requiring Crane & Rigging support as was initially planned, and 3) exhaust stack samples are able to be completed in tandem with head space samples utilizing the same crew. Corrective Action: No corrective action required. Cost variance is favorable and project anticipates continued efficiencies carrying out future samples. Anticipated savings are reflected in the EAC. November 2017 55

  53. Comprehensive Vapor Action Plan Cumulative to Date Predominant Cost and Schedule Variances CTD Schedule (-$7,259K) CTD Cost (-$568K) 5.1.5.11.49 – New Vapor Detection Technologies (-$932k) 5.1.5.11.56 – Vapor Monitoring Detection System Upgrades (-$1,044k) Cause : The contract-to-date unfavorable variance is driven by: Cause : The cumulative to date unfavorable cost variance is predominately driven by a labor usage variance resulting from more than anticipated design labor support due to a change in project strategy in order to meet 1)Delays in technical subcontract support for vapor monitoring and detection system over arching technical the project milestone to complete three farms' design packages by the end of September FY17, specifically support during design development of placement of VMDS equipment. The activity delays were a result from for AW, AN, and AZ stacks. multiple revisions of design development due to unforeseen complications and issues regarding placement of VMDS equipment. Corrective Action: There are no corrective actions planned at the current time. The unfavorable variance is not anticipated to be fully recovered for design effort. 2)Delays in developing the enhanced auto sampler unit. Final design and procurement of necessary materials to develop the auto sampler required UV-DOAS equipment specifications which were unavailable until early October FY18 after stack monitor designs for AN, AW, and AZ were completed. Corrective Action : 1) Final work packages are being executed and closed out to finalize VMDS pilot testing technical subcontract support. Completion of these activities is anticipated in January FY17. 2) UV-DOAS equipment specifications have been received by vendor and being incorporated into the design of the enhanced auto sampler unit. WRPS engineering are working closely with vendor to ensure proper design inputs and materials are ordered. Procurements will be done in parallel and several sub-components of the enhanced auto sampler will be FAT tested on an interim basis prior to a final integrated FAT in hopes to resolve any potential issues early on in the process. 5.1.5.11.56 – Vapor Monitoring & Detection System Upgrades (-$1,865k) 5.1.5.11.33 – 33-RM6 New Vapor Detection Technology ($806k) Cause : The cumulative to date unfavorable variance is driven by Cause : The cumulative to date favorable cost variance is attributed to the following: 1) result of conversion of planned field installation and testing resources from plant forces direct labor to construction forces 1)Delayed receipt of fence-line monitoring equipment. Upfront procurement process and contract award to subcontract and 2) the utilization of less than anticipated support for the amount of work accomplished in vendor was delayed to allow further time to finalize specifications for the equipment. Progress payments are September and October 2016 as testing normalized and focus shifted to report production. being throughout procurement process. ($524k) The cumulative to date favorable cost variance was partially offset by greater than anticipated subcontractor 2)Delays in turnover procedural development and final OAT & Test Report development for AP Farm usage cost from the following: 1) the construction subcontractor support due to initial training requirements readiness. ($889k) and greater than anticipated material needed for installation, 2) unanticipated usage cost from the construction subcontractor and the national laboratory for additional support needed to troubleshoot, 3)AW farm stack monitor work package planning & field installation delayed awaiting final equipment calibrate, and integrate the software of new detection technology equipment, 3) ongoing greater than specifications, functional requirements, and vendor QA resolution. ($234k) anticipated national laboratory usage cost in delivery of bench scale test report. Extended duration as a result of delays in original equipment receipt led to increased cost and prolonged installation timeline and 4) Final Corrective Action: construction contractor CAL settlement and invoicing. 1) Identify and revise necessary procedures to integrate VMDR system into farm operations. Project manager Corrective Action : No corrective action required as this is a favorable cumulative to date cost variance. is currently coordinating this effort with procedures organization. 2) Work package closeout for Pilot Scale Testing required prior to turnover of equipment. Engineering staff has been assigned to monitor and status closeout of each ECN and work package. 3) WRPS engineering representatives are being sent to the vendor’s facility to aid and monitor in the development of a quality assurance program to meet the needs of tank farms. This approach will expedite the review and approval process of their QA program. November 2017 56

  54. Comprehensive Vapor Action Plan Project Schedule Recovery CM Schedule Variance - PA System AP farm Installation: ECN revision required prior to finalizing field work (-$422k) - New Vapor Detection Technology: Enhanced auto-sampler procurements Recovery Discussion and manifold enclosure design - PA System ($798k): ($-183k) - Completion of AP & C farms - NUCON Vapor Abatement: Re-phasing - Reader Board receipt and Install of scope execution following removal - Phase 2C/2D design reviews and release of second test ($-128k) - New Vapor Technology: Enhanced Auto-sampler development ($478k) - VMDS Farm Testing, Readiness, and Turnover ($889k) - VMDS fence-line monitors equipment receipt ($524k) - SST Automation ($529k): TY Farm Design - Head Space Sampling ($683k): Cartridge jig validation testing & associated procurements. - Strobic Air ($375k): Strobic test plan and Strobic Air support. - 10-wide Trailer ($367k): 10-wide trailer procurement and site design. - CVAP 222-S Lab Upgrades ($609k): Room 4S equipment upgrade planning, design, and equipment receipt. November 2017 57

  55. Comprehensive Vapor Action Plan Project Schedule Recovery Recovery Discussion - November Recovery SV: Recovery Discussion AP completion in - Receipt of equipment in December - December negative SV: January FY18. Field work to initiate in Q2 of FY17. Reader-board and additional procurements receipt into Q2 of FY18 Recovery Discussion - Q1 Recovery SV: Progress on AP farm equipment turnover - February Negative SV: Delayed receipt of Cerex stack monitors. Arrival in June/July instead of February as planned due to QA program requirements. November 2017 58

  56. Comprehensive Vapor Action Plan Project Spend Plan Oct-17 Nov-17 Dec-17 Jan-18 Feb-18 Mar-18 Apr-18 May-18 Jun-18 Jul-18 Aug-18 Sep-18 FY Spend ACWP/ETC PDN Target Delta (4W) (5W) (4W) (4W) (4W) (5W) (4W) (5W) (4W) (4W) (5W) (5W) Forecast Sep-17 3,167 4,526 5,398 3,391 4,131 4,635 3,647 3,193 2,632 2,081 2,249 1,776 40,828 Oct-17 1,701 3,093 3,640 4,083 4,288 6,494 3,891 3,444 2,828 2,804 2,317 2,203 40,785 Nov-17 1,701 2,950 2,768 3,611 4,095 5,093 3,851 4,338 4,426 3,251 2,755 2,430 41,267 41,300 32 Delta -1,927 143 482 Percentage -32.9% 4.6% 1.2% November Delta: $143K, 4.6% • VMDS Upgrades (-$352k): Fence-line monitor procurement progress payment. • Tank Farms PA System ($172k): Less than forecasted construction support while awaiting ECN revision for AP farm work. • Other minor changes to CVAP control accounts. Spend Forecast: $482K, 1.2% • PTR-MS Study (736k): Terragraphics mobile lab lease contract. Scope to procure mobile lab put on hold. Scope includes lab lease again. • VMDS Upgrades (-180k): Reduction in IHT/HPT support during turnover process. Trending to actuals and overall company resource availability. • NUCON Abatement (-191k): Reduced PNNL contract to awarded value. PDN Delta: $32k • Various CVAP changes amounting to minor delta from PDN. November 2017 59

  57. Comprehensive Vapor Action Plan Project Accomplishments & Look Ahead Accomplishments Look Ahead November: December: • Completed off-site field testing of C2Sense prototype devices • Delivery of C2Sense prototype devices • Completed Draft AW Stack 60% Design • Complete Ammonia Analyzer Phase II Tie-in • Completed draft NUCON Bench Scale Test Plan • Submit Final UV-DOAS Cerex Stack Monitor Design AN & AZ farms • Completed IH 10-wide trailer DOE Real Property review • Finalize Health Process Plan FY17 Evaluation • Initiated TY Farm Automation Design • Install PA system in C farm • SST Stewardship Execution Strategy Document contract awarded • Award Strobic Air equipment contract • Completed laser scans in support of FY18 QRA’s • 222S 4S Renovation Draft Design • Evaporator QRA/Basis of Design Approval • Draft AN Farm Basis of Design January: • Jig validation comparison head space sampling in BY farm • PA System turnover to Operations in A-complex • 10-wide IH Trailer 90% site design • Receipt of CVAP 222-S Lab Upgrade equipment • AW Stack Extension final design • Final AN farm Basis of Design • Complete NUCON Vapor Abatement Unit Final Test Plan • Install PA system in AP farm February: • Complete draft SST Stewardship Execution Strategy Document • Continued PAPR cartridge testing • CVAP 222-S Lab Upgrades field work kickoff • Award Contract - AW Stack Extension Fabrication • Draft AN farm QRA • Draft AX and AY/AZ Basis of Designs • Complete AX farm stack monitor 60% design • BY-108 Cartridge Testing November 2017 60

  58. Comprehensive Vapor Action Plan Project Baseline Change Log BCR Number BCR Title Reporting Month BCR Level FY18 Total FY18 Baseline Running Total RPP-17-134 Fiscal Year 2018 Planning September FY17 2 $ 46,068 $ 46,068 RPP-18-016 Move Phase I Autosampler Scope to UB October FY18 2 $ (219) $ 45,849 NUCON Vapor Abatement Propane Test and PTR-MS Re- RPP-18-015 October FY18 3 $ 352 $ 46,201 plan RPP-18-XXX AW Stack Extension Field Work January FY18 3 $ - $ 46,201 $ 46,201 FY18 Total $ 46,201 $ 46,201 November 2017 61

  59. Comprehensive Vapor Action Plan Project Contract Change Log Total Impact Title Project Manager BCR Level Status ($K) 99,565 Contract Change FY17/18 99,565 - NTE increase to $47.3M received 10/31/17. - Proposal audit complete. CP-17-009 Comprehensive Vapor Action Plan Gagnon, Paul -- 99,565 - Proposal negotiations anticipated in Q2 of FY17. November 2017 62

  60. Comprehensive Vapor Action Plan Top Risk Items Risk Current Current Risk Level Risk Id Title Org. Handling Actions Trend Owner Risk level Description Testing Results DOE- Gagnon, (1) Include key stakeholders in updates on testing Lowered residual risk Differ From Paul A progress consequences to marginal, SME ORP/T Expected or Do judgement. (8-17-17) OC Not Meet Lifecycle of risk is coming to an Low CVAPP-001-R Performance end, when VMDS equipment Criteria. down select is complete risk can close. 7-6-17 Excessive Work DOE- Gagnon, (1) Pre-plan for work stoppages based on HAMTC Stop work for all activities Stoppages ORP/T Paul A historical data. which cause or may potentially (2) Additional Communication to workforce cause emission of chemical OC (3) POD vapors updates vapors including instrusive Medium CVAPP-007-R (4) Actively publishing/sharing of IH measurement sluicing, retrieval, trasnfers, data to reassure workforce pumping, sampling, mixing, (5) Move work offshift to minimize impacts from breaching, venting, vessel dump, recovery actions (septic pumping, purex collapse). air abatement, leaks, spills, airlift (6) Modify shift schedules to lower risk of AOP15s. circulation, caustic additions, Funding/Budget Gagnon, (1) Identify funding and budget needs up front and invasive, disturbing, etc. All work Cartridge testing has only one DOE Not Available ORP Paul A communicate to ORP. testing apparatus due to funding. When Required (2) Establish NTE tracking early. (2-16-17) Current NTE for proposed CVAPP-008-R Low workscope is due to deplete 07/15/17. (5-18-17) Predicted to be funding challenged in FY18, risk will change in March of CY18. (7-6- Resources Not TOC Gagnon, (1) Identify key technical resources up front and Construction subcontractor 17) Available When Paul A secure availability. resource availability is Required (2) Utilize resource loaded schedules where problematic. 6-8-16 appropriate. Unplanned training requirements Medium CVAPP-009-R (3) Coordinate work planning to streamline for all staff that will be in the field resource utilization. including engineers, procedures, (4) IH hiring requisition planners, etc. to use SCBA (5) Special training for IH techs to speed equipment will result in onboarding. bottlenecks and schedule delays. Internal TOC Gagnon, (1) assign expediter to projec to speed process (6) IH resource usage evaluations. (7-13-16) Risk lowered to medium due to Reviews Take Paul A internal reviews complete (1-30- Longer Than 17) Anticipated New sets of internal reviews have Medium CVAPP-023-R been delayed or late, increasing risk level to high. Some internal reviews are delayed due to technical resource limitations (7- 6-17) 3rd Party DOE- Gagnon, (1) Engage 3rd party and/or subcontractor Additional delays to 3rd party November 2017 63

  61. Comprehensive Vapor Action Plan Top Risk Items 6-17) 3rd Party DOE- Gagnon, (1) Engage 3rd party and/or subcontractor Additional delays to 3rd party Evaluation ORP/T Paul A leadership in communicating status. reviews have resulted in and/or (2) Develop formal communication plan between prolonged use of SCBA, OC Subcontractor senior leadership and 3rd party reviewers. increasing the duration of CVAPP-026-R Medium Testing Cause (3) Scheduled site visit to finalize 3rd party report. inefficiency in field work. 7-6-17 Delays Hazard assessments must go back through 3rd party reviews, risk impacted by CVAP-32, litigation pushing 3rd party into Failure of DOE Gagnon, (1) Create and track list of critical spares for each more conservative stance. Spare parts and equipment have critical Paul A project and obtain necessary funding to support been procured, eliminating ORP equipment and critical spares inventory. single point failures. Risk lack of spares lowered to 'low' (8-17-17) Low CVAPP-028-R or replacements. Infrastructure Gagnon, (1) Engage with CTO Technology Management and Early integration with CTO will DOE- (hardware) to Paul A Field Solutions to develop data handling and help mitigate rework and allow ORP/T handle data interrogation infrastructure. for improved view of OC processing, (2) Lessen the data storage requirements. requirements. (4-13-17) storage, (determination of required data to be stored and Updated with data from Phoenix interrogation, the length of time it needs to be stored) database risk register (8-9-17) and reporting is Understand data quality and storage requirements, Medium Changed ownership of risk to CVAPP-030-R found to be storage durations as directed by DOE. Push 'joint' (8-17-17) insufficient for stakeholders to elimate zero detectable data points. Data requirements, handling, the quantity of (3) � and storage decisions are being collected data. made by customer and stakeholders. 11/13/17 November 2017 64

  62. LAWPS November 2017

  63. LAWPS Overview November 2017 66

  64. LAWPS Schedule and Cost Forecast November 2017 67

  65. LAWPS Current Month Variances Schedule 5.5.4.2.1 P - LAWPS - Design - Project Support (PS) -$109k Cause: The CM SV is primarily due the stop work placed on the Grayloc and PUREX Seismic Testing of the LAWPS jumper connectors. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and WRPS took prudent procurement actions with vendors to limit further progress on the existing design. Due to this change of direction several of the connectors that were going to be tested will not be required in the new facility design. The negative schedule variance will continue to increase until this work is removed from the baseline as part of the LAWPS replan, -$89k. Impact: There is no impact to any activities outside of this account. It is anticipated that this work will be returned to Undistributed Budget on a BCR in January 2018. 5.5.8.2.1 P - LAWPS - Design System Integration -$469k Cause: The CM SV is primarily due to slowed progress of the current LAWPS design. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect. November 2017 68

  66. LAWPS Current Month Variances Schedule 5.5.8.2.3 P - LAWPS - Design Primary Pretreat System -$213k Cause: T he CM SV is primarily due to slowed progress of the current LAWPS design. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect. 5.5.8.2.6 P - LAWPS - Design Balance of Plant System -$325k Cause: The CM SV is primarily due to slowed progress of the current LAWPS design. On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect. 5.5.11.2.1 P - LAWPS - Long Lead Procurements Design $397k Cause: The CM SV is primarily due to delays associated with the ASME Tanks Design package. The preliminary design package was planned to be delivered to WRPS during November 2017 but the activity completed 11/29/17 and fell into December reporting. The BCWP driving the CM SV will be earned during December and will result in a positive SV next month, -$572k. The negative CM SV is partially offset by completing the Bridge Crane design package ahead schedule in November. The remaining performance for the final design package has been earned and the Bridge Crane design is complete, $271k. Impact: The project team is in the early planning stages of the optimized LAWPS design. It is anticipated that the current remaining baseline activities will be replaced by a revised plan in support of the optimized LAWPS. In the interim, schedule variances will continue to be realized as the Stop Work remains in effect. November 2017 69

  67. LAWPS Current Month Variances Cost 5.5.7.1.2 P - LAWPS - Tech Mature. Integrated Scale Test - $157k Cause: The negative CM CV is primarily due to understating October 2017 ACWP. At the end of October a CTD accrual estimate was provided from AECOM and accrued by WRPS finance. The period closed and AECOM subcontractor realized they had inadvertently left 100k of ACWP out of the CTD accrual estimate AECOM provided to WRPS. This error was corrected for this period and the missed actuals were captured in the current month causing the November CM CV but correcting the cumulative ACWP, -$113k. Impact: November ACWP will include the 113k left out of the October accrual. This has been accounted for in the ETC. 5.5.8.2.1 P - LAWPS - Design System Integration -$202k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued. 5.5.8.2.3 P - LAWPS - Design Primary Pretreat System -$245k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued. November 2017 70

  68. LAWPS Current Month Variances Cost 5.5.8.2.6 P - LAWPS - Design Balance of Plant System -$232k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued. 5.5.8.2.7 P - LAWPS - Design Facilities System -$430k Cause: On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. Impact: The CM CV contributes to the overall unfavorable CTD CV for this control account. No further impact is expected since the stop work order has been issued. November 2017 71

  69. LAWPS Current Month Variances Schedule 5.5.6.2.1 P - LAWPS - Design Safety Analysis -$318k Cause: The CTD SV is due to Flammable Gas Hazard Analysis of LAWPS Piping and Vessels. The Procurement process experienced a delay in the award of the subcontract due to clarifying scope with the subcontractor prior to award. In addition, the initial analysis was performed with assumed gas volumes and max postulated pressures which provided overly conservative results. WRPS then calculated actual pressures and gas volumes and requested a re-run of the analysis, -$287k. Impact: There is no impact to any activities outside of this account. It is anticipated that this work will be returned to Undistributed Budget on a BCR in January 2018. Corrective Action: No corrective actions planned. 5.5.7.1.2 P - LAWPS - Tech Mature. Integrated Scale Test -$387k Cause: The CM CV is primarily due to the following: The CTD SV is due to delays in Cross-Flow Filter Testing, Gas Generation Testing, Gas Retention and Release Testing, and AECOM 1/9 Scale Testing, -$358k. • The start of the Cross-Flow Filter Fouling Tests was initially delayed due to late completion of the preceding 4M and 6M tests. This testing has now completed, while the unfavorable SV associated with de-mobilization and the completion of test reports does not have any impacts to the remaining testing schedule, -$30k. • The start of Gas Generation Testing was initially delayed due to the unplanned diversion of PNNL resources from this task to other PNNL work in early FY 2017. In addition, process relief valves needed for the test set-up took longer than planned to be received from the supplier to enable completion of test set-up. This work started later than originally planned causing delays to the subsequent test reports. These delays will not have an impact on the overall testing program and test data needed for design, -$10k. • Commencement of the revised Gas Retention and Release Testing was initially delayed due to availability of vendor (PNNL) resources. Although testing has now started, the vendor is experiencing longer than anticipated durations due to the late start and continuing resource limitations, -$126k. • AECOM CFF foulant testing activities have been placed on hold pending formal direction from DOE regarding the LAWPS re-scoping effort. This activity will contribute to the negative SV in this account until guidance from DOE is received and this work scope is removed from the baseline, -$173k. Impact: The PNNL and AECOM testing schedules do not currently have any CTD schedule impacts as the LAWPS design is progressing with preliminary data received from test results. Corrective Action: WRPS management will meet with the A/E responsible for the Preliminary Design to assess testing impacts from the GRS/Vented IX Column and other design changes. Once the impacts are determined, the project team will determine whether it is necessary to accelerate / recover schedule for the testing. November 2017 72

  70. LAWPS CTD Variances Schedule 5.5.8.2.1 P - LAWPS - Design System Integration - $1,239k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of historical drivers, which are described below: • Delayed Process Engineering's progress of the Failure Mode and Effects Analysis (FMEA), Control and Alarm Set Point List, Design Basis Document, and two over one evaluations. Completion of the FMEA and the Control & Alarm Set Point lists have been re-sequenced in the current schedule to allow for the completion of supporting documents which include the early publish of revision 2 P&IDs and HAZOP completion. Additionally, delayed progress of the development of the two over one evaluations are a result of additional time required to resolve issues with the seismic criteria of the facility and equipment. • Update to the current execution strategy by Instrumentation and Controls Engineering re-sequences the development and completion of the input/output (I/O) Lists, Instrument Lists, Set Point Calculations, Instrument Uncertainty Analysis, and Control Logic Narratives to occur subsequent to the final publish of the revision 2 P&IDs, which is currently scheduled for early fiscal December. While the re-sequencing contributes to the overall CTD SV, the revised logic avoids the potential for future rework caused by differences between the P&IDs and design documents. • The extended effort around the Pipe Engineering's development of the Hydraulic Transient Analysis, which is due to unforeseen additional effort related to scope growth and coordination meetings. Preparation of the associated calculations was planned for completion in latter part of fiscal August, per the current schedule, these tasks will now complete in fiscal November. The additional effort has slowed the progress of the calculations and contributes to the CTD SV. • Delayed progress of the A/E review of the P&IDs and PFDs. This delay is a result of the A/E's upfront extended effort to perform a more rigorous than planned review of the P&IDs, in order to optimize the approach to the upcoming Inter-Disciplinary Review (IDR) of the process calculations and P&IDs. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR). November 2017 73

  71. LAWPS CTD Variances Schedule 5.5.8.2.6 P - LAWPS - Design Balance of Plant System - $325k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of historical drivers, which are described below: • In June of fiscal year 2017, an imminent change to the current design was recognized based on results of the project's integrated testing. The Integrated Project Team made the decision that the current design related to the Gas Removal System (GRS) would be replaced with Vented Ion Exchange Columns (VIXC) and additionally incorporate other essential changes required for 90% design completion. Following this decision, the project team identified urgent tasks to be performed in support of the design changes and implemented the associated scope, schedule, and budget into the PMB via BCR RPP-17-159 - LAWPS Implementation of Stage 1 GRS to Vented IX Design. Amongst these urgent tasks was the effort to revise the Balance of Plant (BOP) 3D model, which allowed the A/E to commence work while the balance of the revised execution strategy was developed. As the execution strategy matured it was evident that revisions to the BOP 3D model would require additional effort. This revised strategy has now been fully implemented via BCR RPP-17-171 - LAWPS GRS to VIXC and Essential Changes for 90% (Phase 2) and the current schedule now reflects the appropriate durations and inputs required to complete the extended effort to revise the BOP 3D Model. • Delays to Electrical Engineering drawings as a result of the incorporation of changes from the revision 2a P&IDs. The P&IDs drive the Input/output (I/O) lists, which are required to complete the wiring diagrams and schematics. • The preparation of the Safety Integrity Level (SIL) Calculations, and Failure Mode and Effects Analysis (FMEA) were re-sequenced in the current schedule to incorporate impacts for revision 8 of specification 58553 and to include updates associated with the afore mention revised execution strategy. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR). November 2017 74

  72. LAWPS CTD Variances Schedule 5.5.8.2.7 P - LAWPS - Design Facilities System -$1,429k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of historical drivers, which are described below: • Activities supporting the Earth Retaining System (ERS) have been placed on hold as intermediate design changes are vetted to avoid unnecessary rework around the ERS. In the interim, the associated delay contributes to the CTD SV. • Structural Engineering's effort to prepare calculations for Ventilation Stack, Backup Exhauster, De-ionized Water Foundations, and Reagent Tank Access Platform has been extended. The extended duration of these tasks is attributed to waiting for building layout to be finalized, resource availability, and necessary design inputs. The extended duration has delayed the start of downstream checking and review activities as well as related drawings, which all contribute to the CTD SV. • In June of fiscal year 2017, an imminent change to the current design was recognized based on results of the project's integrated testing. The Integrated Project Team made the decision that the current design related to the Gas Removal System (GRS) would be replaced with Vented Ion Exchange Columns (VIXC) and additionally incorporate other essential changes required for 90% design completion. Following this decision, the project team identified urgent tasks to be performed in support of the design changes and implemented the associated scope, schedule, and budget into the PMB via BCR RPP-17-159 - LAWPS Implementation of Stage 1 GRS to Vented IX Design. Amongst these urgent tasks was the effort to prepare the Facilities Balance of Plant (BOP) and Primary Pretreatment System (PPS) 3D model, which allowed the A/E to commence work while the balance of the revised execution strategy was developed. As the execution strategy matured it was evident that the effort to revise the BOP and PPS 3D model would require additional time. This revised strategy has now been fully implemented via BCR RPP- 17-171 - LAWPS GRS to VIXC and Essential Changes for 90% (Phase 2) and the current schedule now reflects the appropriate durations and inputs required to complete the extended effort to revise the BOP and PPS 3D Model. • Changes to the execution strategy of the weather enclosure, design vault, and miscellaneous steel activities are a result of the incorporation of the A/E's structural subcontractor scope responsible for the Soil-Structure Interaction (SSI) initial model run and corresponding data extract. The receipt of the data was worked into the current schedule, which resulted in delays to downstream activities related to Weather Enclosure Calculations, Lag Storage Calculations/Drawings, and Design Vault Calculations. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR). November 2017 75

  73. LAWPS CTD Variances Schedule 5.5.8.2.9 P - LAWPS - Build to Print -$590k Cause: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. The current delay being experienced in this account is a direct result of the stop work; however, the cumulative schedule variance is the result of the previous driver described below: • The majority of Build to Print (BTP) work scope was put on hold while the re-plan associated with the change from the Gas Removal System (GRS) to the Vented Ion Exchange (VIXC) was planned and implemented. The current BTP plan needed to be re-worked to allow for incorporation of the associated changes and other imminent design changes. As a result, progress was limited on the activities identified as being affected by the changes. Impact: There is no impact to the optimized LAWPS design as a result of delays to the current design, which makes up the historical schedule variances described above. Corrective Action: The project team is developing a revised plan in support of the optimized LAWPS design. As the delays associated with the current LAWPS design do not impact the execution of the optimized LAWPS, the project intends to re-baseline the LAWPS schedule, which will include setting all cumulative BCWS equal to cumulative BCWP and holistically re-planning the remaining activities. The target date for implementation of the revised plan is January 19, 2018, which will allow for the plan to be developed in fiscal December and subsequently reviewed, approved, and implemented in fiscal January via a baseline change request (BCR). 5.5.11.2.1 P - LAWPS - Long Lead Procurements Design -$598k Cause: The CTD SV is primarily due to delays associated with the ASME Tanks Design package. The preliminary design package was planned to be delivered to WRPS during November 2017 but the activity completed 11/29/17 and fell into December reporting. The BCWP driving the CM SV will be earned during December and will result in a positive SV next month, -$572k. Impact: There is no impact to any activities outside of this account. Corrective Action: No corrective actions planned. November 2017 76

  74. LAWPS CTD Variances Cost 5.5.3.2.1 P - LAWPS - Design Project Management (PM) -$611k Cause: The CTD CV is primarily due to: • Labor rates. The actual average hourly rates experienced for all labor resources exceeds the hourly rate used for planning/estimating the work scope by approximately $10/hr, -$444k. • Labor usage. The actual hours experienced to date are greater than the realized calendar hours used to plan/estimate the work. These resources have not taken paid time off consistent with the planned allocation allowance used to calculate the annual realized hours (actual hours experienced are 1,371 hours greater than planned), -$129k. Impact: There is no impact to any other activities or accounts outside of this account. Corrective Action: No corrective actions planned. 5.5.4.2.1 P - LAWPS - Design - Project Support (PS) -$2,800k Cause: The CTD CV is primarily due to: • Labor usage. Additional resources have been retained to increase the quality and completeness of the preliminary design as the project progresses towards construction. In addition, the personnel performing the work are senior level individuals and were assigned to the project based on their experience and knowledge. These resources have not taken paid time off consistent with the planned allowance used to calculate the annual realized hours. The number of actual hours experienced is greater than the hours utilized for planning the work scope by approximately 15,777 hours, -$1,720k. • Labor rates. The actual average hourly rates experienced for all labor resources exceeds the hourly rate used for planning/estimating the work scope by approximately $6/hr, -$594k. Impact: There is no impact to any other activities outside of this account. Corrective Action: No corrective action is planned at this time. 5.5.5.1.1 E - LAWPS - Permitting Dev., Prep & Reviews $381k Cause: The CTD CV is primarily due to: 1) Utilizing fewer labor resources than planned. To date 11,938 hours have been earned in support of permitting activities and 6,778 actual hours have been charged, resulting in a positive CV of 5,159 hours. Preparation of draft permitting documentation has gone smoother than originally anticipated, and existing permitting staff have been able to perform the work scope in an efficient manner and avoiding the need to retain additional staffing resources originally projected to be needed, $327k. Impact: There is no impact to any other activities or accounts outside of this account. Corrective Action: No corrective actions planned. The variance is favorable and does not require any corrective actions at this time. November 2017 77

  75. LAWPS CTD Variances Cost 5.5.7.1.1 P - LAWPS - Tech Maturation Program & Misc Tests $323k Cause: The CTD CV is primarily due to the following: • To date, the engineering support required to oversee performance of subcontracted national laboratory support has been less than planned. The national laboratories (SRNL and PNNL) have extensive historical knowledge and experience with the subcontracted work scope and the WRPS Technology Maturation personnel. Thus, they are able to perform the work scope with reduced oversight, $142k. • During the time between the baseline of the sRF-3 testing and the subcontract award, the engineering design was further developed and refined. This resulted in some experienced efficiencies during the testing phase, $183k. There is no change to the variance drivers from the prior reporting period. Impact: There is no impact to any other activities outside of this account. Corrective Action: No corrective actions planned. The variance is favorable and does not require any corrective actions at this time. 5.5.7.1.2 P - LAWPS - Tech Mature. Integrated Scale Test $281k Cause: The CTD CV is primarily due to the following: • The account is experiencing labor price/usage efficiencies. Originally, staffing levels were assumed and planned at a higher level to provide oversight and support to the Integrated Engineering-Scale test. Project Manager and Project Controls support were planned under this account. However, this support has been provided by resources already assigned to the project under the Project Management account. Also, the actual hourly rate experienced in this account for engineering support/oversight is less than the planning rate by approximately $16/Hr, $738k. • The actual cost for resin procurements was significantly less than planned. Originally, resin was planned to be procured in two batches. The quantity of required resin was reduced to 500 gallons based on the refined needs of the project, $490k. • National Laboratory Technology Maturation program testing and oversight has experienced a negative cost variance that was driven by revisions to the test plan. The biggest impact was caused by a change in the design to eliminate the Hydrogen Diffusion Design Feature (HDDF) and provide a standby, on demand, vessel ventilation for flammable gas mitigation, -$762k. • Additional labor and material costs incurred at both the Full-Scale and the Integrated Test Facility during checkout and commissioning were driven by unplanned modifications to the column designs, re-assembly, and leak-testing before the initial tests could be re-started. The costs also include tank nozzle modifications and hotel costs for the PM and Operators at the Integrated Test Facility. In addition, the cost for the 1/9 Scale Integrated test planned equipment is greater than estimated. Procurement of unplanned equipment was required to support the test program and associated unplanned fabrication/installation labor costs have been experienced. The variance is further impacted by implementing the simulant development and procurement risk mitigation strategy earlier in the year. The Integrated Scaled Testing negative CV is partially off-set by savings achieved to date in Project Management and QA/Safety oversight. The combination of the variances experienced during Integrated Scaled Testing described in number 4 results in a negative CTD CV, -$185k. Impact: The cumulative CV is unrecoverable and has been factored into the EAC. Corrective Action: No corrective actions planned. November 2017 78

  76. LAWPS CTD Variances Cost 5.5.8.2.3 P - LAWPS - Design Primary Pretreat System -$1,297k Cause: The CTD CV is due to: • To date the modeling effort required more resources than planned. This is attributed to the extensive comment incorporation from the 30% design reviews as well as the preparation of story boards and a model fly through, which was unplanned. The model was matured to higher level of detail than planned and prepared to be free from clashes, in support of the accelerated 60% design requirements. Additionally, options for above grade maintenance access for the lag storage tanks and pipe routing changes around the Lag Storage area were required to satisfy facility construction requirements. • Studies/Calculations variance is due to pipe stress and process engineering requiring more effort because of the inefficiencies associated with concurrent development of P&IDs, mechanical design, and piping design. Further variance in pipe stress was caused by the effort required to develop pipe stress design basis criteria for safety related systems (including seismic requirements and PUREX nozzle qualifications including TFC-ENG-DESIGN-C-60 requirements). Additional hours were spent developing a rationale presentation to WRPS for design justification for backpressure requirements for the filtration calculations, which was not included in the original estimate. The lag storage calcs required additional effort beyond what was estimated due to specification changes that were made after completion of advanced conceptual design. Process equipment calculations for mechanical design and piping were inefficient due to multiple iterations required to complete the 30% Delta Design Review package. • The Ion Exchange (IX) and Cross-Flow Filter (CFF) packages required additional hours to advance beyond what was planned. Drawing activities were performed to support the 30% delta review packages and the completion of the long lead procurement packages that are required to meet the September 2016 PBI milestone. Additional unplanned hours to perform these activities were incurred to ensure the milestone date would be met. In addition, a greater than planned effort was required to provide the drawings necessary to present the high level of detail that is going to be included in the 60% package (300+ mechanical drawings). Additional resources were required to ensure the 60% part A completion date was achieved and IDR comments had to be addressed as they were received rather than on complete closure of the IDR cycle. Impact: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, on November 20, 2017, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. This account will not be impacted by further charges. Corrective Action: The variance is not recoverable and is reflected in the EAC. November 2017 79

  77. LAWPS CTD Variances Cost 5.5.8.2.6 P - LAWPS - Design Balance of Plant System -$232k Cause: The CTD CV is due to: • Electrical specification, drawing, and modeling efforts have been accelerated to support the project schedule. The effort for specification development has been impacted by the iterative process required on the procurement and quality sections of the specifications. Additional unplanned effort to complete electrical drawings has been realized as a result of new design requirements and the need for more design drawings. Additionally, the Electrical Engineering effort for the Hazardous Area Classification required more effort than planned to address review comments and different base assumptions. • On October 23, 2017 the External Expert Review of the Low-Activity Waste Pretreatment System (LAWPS) Project document was released, which endorsed an optimized LAWPS facility that would vary significantly from the current LAWPS design. As a result, progress on the current design was slowed and on November 20, 2017 a Stop Work Order was issued to the Architect Engineer directing them to cease work on all current design in accordance with Letter 17-TF-0096 – CONTRACT NUMBER DE-AC27-08RV14800 – Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, received from U.S. Department of Energy, Office of River Protection (DOE-ORP) on November 16, 2017. The majority of the inefficiencies in the current period were due to the slowdown of design activity, and the A/E not being able to ramp down staff as quickly as the work slowed. This was due to both WRPS and the A/E knowing the stop work was forthcoming, but officially not received until later in the month. WRPS worked with ORP and the A/E to stop the work as quickly as possible, it was a detailed process and significant considerations needed to be worked through. This took some time to ensure it was communicated appropriately, thus the costs continued until the official notice was delivered. • The BOP Controls Specs, Control System Spec, Safety System Spec, and developing the CSI spec format and requirements have been impacted by the redefinition of the quality requirements. This change in formatting has caused unplanned specification rework to meet the new format requirements. • Development of the SIL/FMEA calculations contributes to the unfavorable cost variance. Several activities have required effort beyond what was initially planned because more complex analysis has been required. In addition, higher costs have been realized due to additional resource ramping up and increased effort to perform the work. The original estimate was for 6 Safety Integration Functions (SIFs), and through the development of the design, there are now 19 SIFs that are factored into the calculations requiring more time and effort to complete. • Control drawings have been revised multiple times and continue to be updated. Control cabinet and room layouts have been revised to address additional space requirements for elevated I/O counts. Impact: No further impact is expected since the stop work order has been issued. Corrective Action: As mentioned above, a Stop Work Order was issued to the A/E on November 20, 2017, stopping all further charges to this control account. The project team is now developing a revised plan in support of the optimized LAWPS design, which is targeted for implementation by the end of fiscal January 2018. November 2017 80

  78. LAWPS CTD Variances Cost 5.5.8.2.7 P - LAWPS - Design Facilities System -$3,248k Cause: The CTD CV is due to: • Weather Enclosure Structural calculations and seismic analysis (SSI) activities performed by subcontractor SGH, Vault Concrete calculations, Vault Steel calculations, and Cell Cover calculations started late due to contract negotiations that resulted in cost and schedule impacts caused by the tightly compressed schedule. The subcontract award to SGH was significantly higher than the A/E baseline estimate for the work scope. Additionally, vault steel, vault cover, and vault concrete calculations all went through multiple iterations as equipment arrangements matured and ensure alignment with the concrete substructure. • Additional effort for Architectural drawings has been required due the significant coordination required with the other engineering disciplines and with SGH, as their designs have matured and changes are needed to the architectural model and drawings. • Architectural specifications for the Weather Enclosure involved a larger number of specs than originally anticipated and the Change Facility experienced significant changes due to requests made during the WRPS design reviews to accommodate operational and radiation protection needs. • 3D modeling activities went through a number of iterations in order to synchronize the SGH model with the A/E structural vault model and the integrated A/E Smart Plant model. • Additional effort for Structural drawings has been required due to the need to align the initial vault designs with the SGH design of the upper weather enclosure structures and to perform the weather enclosure structure drawings. Impact: On November 16, 2017 WRPS received Letter 17-TF-0096 - CONTRACT NUMBER DE-AC27-08RV14800 - Direction to Suspend Selected Low Activity Waste Pretreatment System Design and Testing Activities, providing formal direction from the U.S. Department of Energy, Office of River Protection (DOE-ORP) to de-scope items associated with the current LAWPS design. As a result, on November 20, 2017, WRPS issued a Stop Work Order to the Architect Engineer (A/E), requesting that they cease further progress of the current design. This account will not be impacted by further charges. Corrective Action: The variance is not recoverable and is reflected in the EAC. November 2017 81

  79. LAWPS Challenges/Issues/Opportunities Challenges • Integration of LAWPS with TSCR and AP Farm Upgrades work scope. Issues • WDOE continues to desire that the HVAC system be included in the RCRA Permit and tank vapor abatement be deployed which could lead to significant design changes. Opportunities • Inclusion of concrete work in the CD-3A Package. November 2017 82

  80. LAWPS Contract Changes / BCR Log Contract Changes / NTE Status Contract Assigned Target Estimated Tech Lead Current Status Changes Date Completion Impact ($M) • RPP-17-171 implemented the scope of the proposal into the DOE-EM Review baseline in September 2017. 18-Sep-17 C. Burke TBD $0.2M • CP-17-033 NTE increased from 200k to 270k via e-mail from Contracting Officer dated 10/05/17. • Actual costs and NTE value from CP-17-008 and CP-17-031 have been moved to this proposal per ORP. • LAWPS RFP RPP-18-030 implemented one month of budget to cover A/E 11-Nov-17 C. Burke TBD $19.0M CP-18-007 efforts for planning & project setup. • RPP-18-045 will add another month of budget to cover A/E efforts for planning & project setup. BCR Status Target Estimated BCR#/Description Level CAM Current Status Completion Impact RPP-18-030: Optimized LAWPS Project BCR processed and Planning and Concept Development 3 Tom Sackett October 2017 $303k implemented for October (Phase 1) reporting. BCR to be processed and RPP-18-045: Optimized LAWPS Project Jeff Filip 3 November 2017 $303k implemented for Re-planning (Phase 2) Tom Sackett December reporting. November 2017 83

  81. Chief Technology Office & Closure November 2017 LAWPS Engineering-Scale Alternate Retrieval End Effector Integrated Test Platform Fabrication Testing ILAW Glass Samples DFLAW Radioactive Waste Test Platform

  82. Chief Technology Office & Closure Overview November 2017 85

  83. Chief Technology Office & Closure Schedule Recovery Cumulative to Date SV Forecast November 2017 86

  84. Chief Technology Office & Closure Major Current Month Variances Cost 5.3.12.2.2 Technology Maturation & Analysis $216k • Cause : The CM CV is primarily due to resource usage efficiencies in the Technology Maturation and Analysis level of effort (LOE) account, as there has been less management oversight/support required than what was originally planned. The efficiency is a result of the following: 1) The senior project management position has been recently filled by a staff member already on-board, while the other project manager position has been supported in the interim by another staff member also already on-board. 2) The SRNL technical support resource is currently supporting the work scope under and Inter Entity Work Order (IEWO). Under an IEWO, no cost is incurred. However, the associated performance is reported, resulting in a favorable cost variance. • Impact : No impact to the project. Estimates to complete represent projected spend forecast. 5.2.4.2.8 Waste Mgt Area A/AX Perf Assessment $151k • Cause : The CM CV is primarily due to subcontractor costs. Performance was taken in OCT, for work scope performed by the subcontractor in OCT, but ACWP was not reported until NOV. • Impact : There is no impact as a result of the CM CV. 5.2.4.2.6 Integrated Disposal Facility Perf Assessment $106k • Cause : The CM CV is primarily due to subcontract costs. A major subcontractor submitted their year-end accrual, which was in line with their historical spending trend. However, actual costs were less than the accrual value, resulting in a negative $58k cost adjustment in the CM. In addition, the subcontractor is using senior staff who are familiar with the work being reviewed, which requires less labor resources. • Impact : The favorable CV is expected to continue for the duration of the subcontractors' support of the current DOE review, which is scheduled to end in JAN 18. November 2017 87

  85. Chief Technology Office & Closure Major Current Month Variances Schedule 5.3.12.2.3 Liquid Secondary Waste Stream Tech Mat (DFLAW) -$188k • Cause : The CM SV is primarily due to the EMF Bottoms leachate testing was originally planned to perform to EPA standard 1313 (28 day duration). It was subsequently determined that additional testing needed to be performed to EPA standard 1315 (63 day duration) to obtain adequate, meaningful data. The testing to EPA standard 1315 will require additional analysis. Additionally, agreement as to the contracting method/procurement process for Los Alamos National Lab (LANL) (EMF glass and simulant testing work scope) and Savannah River National Lab (SRNL) (EMF Concentrate IX testing) has not been reached resulting in delays to the award of these subcontracts. • Impact : No impact to critical path or other control accounts. 5.3.1.7.5 WFD System Performance -$180k • Cause : The CM SV is primarily due to completion of DFLAW Feed Qualification Maturation - sampling of AP-107 and shipping the samples to Pacific Northwest National Lab (PNNL). The work scope was performed ahead of schedule and the associated performance reported in previous periods when the work was accomplished. The current period unfavorable performance offsets the favorable variance reported in prior periods. • Impact : No impact to the project, or any other accounts outside of this account. 5.2.1.4.1 Vadose Zone Mgmt & Regulatory Docs -$122k • Cause : The CM SV is due to delays in receiving comments from Ecology on the WMA C RFI and CMS reports, which has resulted in delays to the comment response activities for the RFI and CMS reports. • Impact : Comment response activities will continue to be delayed until Ecology comments are received on the RFI and CMS reports. 5.2.1.4.10 Interim Barriers (TBD FARMS) $116k • Cause : The CM favorable SV is due to being able to start the design of the TX Interim Surface Barriers earlier than planned. The opportunity to begin this work early arose and the project team was able to take advantage of it. • Impact : The impact of starting the design early is allowing the project team to provide support to the DOE customer in making design decisions in a timely fashion. November 2017 88

  86. Chief Technology Office & Closure Major Contract to Date Variances Cost 5.3.12.2.1 Technology Development $3,177k • Cause : The CTD CV is due to the following: 1) Labor usage efficiencies in FY 14. At the beginning of FY 14, a significant portion of scope was not authorized. As a result, labor resources were redirected to other project accounts. In Jun 14, the afore-mentioned scope was authorized and implemented into the baseline. However, the reinstatement of staff to the project was slower than expected due to completion of reassigned work. 2) SRNL actual costs under Inter Entity Work Order (IEWO) contracts were not processed through TOC financial systems, which resulted in a favorable cost variance. 3) Labor usage efficiencies experienced in FY 15 in the LOE account for Technology Development and Program Management. 4) PNNL subcontract labor usage and price efficiencies under the Low Temperature Waste Form account were realized in FY 15. This is a result of their historic knowledge and expertise of the work scope. • Impact : No impact to the project. The SRNL IEWO contracts (IEWO = BCWS, BCWP without ACWP) will cause a final positive CTD variance. • Corrective Action : No corrective actions planned. This is a favorable variance. 5.2.4.2.3 - RCRA Closure Plan Updates $2,1914k • Cause : The CTD CV is due to labor & subcontractor resource efficiencies. Internal subject matter experts were used, instead of additional subcontractor support, to develop the TPA Closure Plans (Tier 1, 2, & 3), WIR, and DOE 435.1 Closure Plan. Realignment of internal resources supporting multiple activities within the organization resulted in labor utilization efficiencies. Also, comments received from ORP required fewer document revisions than planned. • Impact : Using internal subject matter expert support has resulted in an overall cost savings for the TPA Tier 1, 2, and 3 Closure Plans, WIR development, and DOE 435.1 Closure Plan development. Cost efficiencies have been accounted for in the EAC. • Corrective Action : No corrective actions planned. This is a favorable variance. 5.3.6.1.4 IDF Glass Testing $1,860k • Cause : The CTD CV is primarily due to the following 1) Subcontract resources provided by Pacific Northwest National Lab (PNNL) experienced usage efficiencies due to their historical knowledge and expertise of the IDF Glass Testing Program, FYs 14 - 16, and FY 17. 2) WRPS labor resource usage in FY 14 was less than the planned baseline for oversight/management of the IDF Glass Testing Program. This efficiency is attributed to the labor resources and confidence in subcontractor's historical knowledge and expertise of the work scope, which required less oversight/management. • Impact : There is no impact to any other activities outside of this account. • Corrective Action : No corrective actions planned. This is a favorable variance. 5.3.1.7.3 Waste Feed Delivery Technology $1,857k • Cause : The CTD CV is primarily due to the following: 1) FY 17 cost efficiencies realized in the preparation for Hanford Waste End Effector (HWEE) Testing, and Under Double- Shell Tank (DST) Non-Visual Inspection Effectiveness Testing. The definition phase of both projects was performed with significantly less resources than originally planned as the project team has been able to leverage existing data to its advantage for the Simulant and End Effector design. Additionally, PNNL and WRPS were able to effectively engage their team and contributing counterparts in preparing for both tests. 2) Subcontract technical support of emerging engineering studies, under WFD Technology Solutions. This is a level of effort activity and required less support than planned in FY 14 and FY 15. 3) The subcontract work performed by EnergySolutions for the Small- Scale Solids Delivery Testing, which started in FY 2014 and completed in the 4th quarter of FY 15, experienced cost efficiencies due to its labor pricing and usage being less than planned, FY 14 and FY 15. 4) Subcontract resource usage efficiencies realized in FY 16 in the WFD Technology Solutions account, which is attributed to less than planned external reviews and technical support. • Impact : There is no impact to any other activities outside of this account. • Corrective Action : No corrective actions planned. This is a favorable variance. November 2017 89

  87. Chief Technology Office & Closure Major Contract to Date Variances Cost (cont.) 5.3.12.2.2 Technology Maturation & Analysis $1,846k • Cause : The CTD CV is primarily due the following: 1) Labor usage efficiencies have been realized in the Technology Maturation & Analysis LOE account, as there has been less management oversight/support required than what was originally planned. This is primarily due to a senior project manager being moved to another project in mid-Fiscal Year (FY) 16, the attrition of project manager in mid-FY 17, and the attrition of a senior engineer mid-year FY 16. The responsibilities for the senior project manager and the senior engineer have been filled by existing resources. The other project manager position has been supported in the interim by another staff member also already on- board. 2) Resource usage efficiencies related to the subcontract support for external reviews and technical support in the Technology Maturation & Analysis LOE account. To date, there has been less subcontract support required than originally planned. • Impact : There is no impact to any other activities outside of this account. • Corrective Action : No corrective actions planned. This is a favorable variance. 5.3.1.7.5 WFD System Performance $1,411k • Cause : The CTD CV is primarily due to labor usage and price efficiencies in subcontract resources and labor. 1) The subcontract work for the Isolok Reference Sampler Testing, which began in FY 14 and completed in the third quarter of FY 15, experienced efficiencies due to subcontractor labor rates and actual usage being less than originally assumed in the baseline. Also, less subcontract oversight was required due to the experience of the subcontracted resources. 2) Fewer labor resources were used than what was planned in support of the Feed Delivery Technical Issue Resolution in FY 2014. • Impact : There is no impact to any other activities outside of this account. • Corrective Action : No corrective actions planned. This is a favorable variance. 5.3.10.3.2 Secondary Waste Form Development $1,263k • Cause : The CTD CV is primarily due to resource usage and price efficiencies realized by the National Laboratories subcontracted to perform this scope. 1)The work being performed by SRNL in support of the Waste Form Development of Fresh Properties has experienced resource usage efficiencies in the work performed to date and the project expects that this trend will continue with their remaining work. The contract was awarded to SRNL for significantly less than what was originally estimated and to date, they have been able to execute the scope within the funds awarded and they do not expect to exceed this. 2) PNNL experienced resource usage and price efficiencies in FY 14. This is attributed to the fact that PNNL has worked extensively in the past on similar work scope and was able to engage efficiently to support this effort. 3) The National Labs (PNNL & SRNL) contracted to support Secondary Waste Form Development in FY 15 also experienced resource usage and price efficiencies, again due to the fact that the national labs have worked extensively in the past on similar work scope and were able to engage efficiently to support this effort. • Impact : No impact to the project. • Corrective Action : No corrective actions planned. This is a favorable variance. November 2017 90

  88. Chief Technology Office & Closure Major Contract to Date Variances Schedule 5.2.1.4.1 Vadose Zone Mgmt & Regulatory Docs -$1,032k • Cause : The CTD SV is primarily due to delays in receiving Ecology's comments on the RFI and CMS documents. The RFI and CMS documents were submitted to Ecology in Dec 16, and comments were expected the week of Feb 15, 17. However, Ecology has not returned comments on these two documents. Ecology submitted a letter (17- NWP-058) to ORP on May 22, 17 requesting an extension for completing its review and final comments on WMA C documents (RCRA Closure Analysis of WMA C, PA of WMA C, Analysis of Past Tank Waste Leaks and Losses, and BRA for WMA C) by Jul 16, 17. Ecology has requested several extensions (via letter transmittals) to complete its review. The latest letter received in Dec 17 anticipates a completed review by Jan 16, 18. Until Ecology completes its review and comments of these documents, it can't start its review and comments of the RFI/CMS. Ecology will address the RFI/CMS documents after completion of WMA C document reviews. • Impact : The SV is expected to continue until comments are received from Ecology on the RFI and CMS documents. Despite the delays, WRPS will still be able to respond to the comments and update the reports in order to meet the TPA milestone (M-045-62: Submit Phase 2 Corrective Measures Implementation Work Plan for WMA C) by its due date. However, work on the CMIP cannot proceed as planned and was re-planned. A modification to the baseline activities was implemented under BCR RPP-17-134, which better aligned the CMIP activities with the official proposed Milestone finish date of Aug 31, 2028 (17-TF-0046). • Corrective Action : No corrective actions planned. 5.2.4.2.7 Waste Mgt Area C Performance Assessment -$911k • Cause : The CTD SV is primarily due to (1) a delay in receiving comments from Ecology on WMA C documents - Past Leaks Analysis, Baseline Risk Assessment, RCRA Closure Analysis, and (2) a delay in initiating NRC review of the WMA C PA as planned/scheduled. This NRC review of the WMA C PA is linked to the NRC review of the WMA C WIR being done under WBS 5.2.4.2.3.2 (DOE 435.1 Closure Plans). The WIR was transmitted to DOE-HQ for review by the Office of General Council in JUL 17. The time required for review and approval by the Office of General Council at DOE-HQ to submit the WIR to NRC for review is expected to delay the start of the concurrent NRC review of the WMA C PA and WIR until the JAN 18 timeframe. • Impact : The delay in receiving comments back from Ecology on the following WMA C documents, Past Leaks Analysis, Baseline Risk Assessment, RCRA Closure Analysis, will delay completion of updates to these documents until sometime in FY18. The delay in the start of NRC review will push out completion of the concurrent PA review by the NRC into FY18 and will impact completion of updates to the WMA C PA in response to NRC review comments until, at the earliest time, the end of the last quarter of FY18. The delay in the start of the NRC review of the WMA C PA will have a similar impact in the NRC review for the WMA C WIR and updates planned in response to NRC review comments on the WIR (See 5.2.4.2.3.2 DOE 435.1 Closure Plans). • Corrective Action : No corrective actions planned. The variance is expected to continue into the first quarter of FY 2018. 5.2.4.2.3 RCRA Closure Plan Updates -$552k • Cause : The CTD SV has improved from Sep 17 to Nov 17; however, the CTD SV is still primarily due to delayed receipt of comments from ORP and Ecology on the TPA Closure Plans, and from ORP and DOE-EM on the WIR evaluation that took place during FY17. • Impact : The delay will impact the completion of final drafts of the TPA Closure Plans and DOE 435.1 documents (WIR Evaluation and Closure Plans), which have been carried over from FY17 into FY18. • Corrective Action : A strategy is being developed to accelerate the final approval of the DOE O 435.1 documents (WIR Evaluation and Closure Plans). Discussions are on- going with Ecology on the path forward for the TPA Closure Plans. The CAM and project leads are aware of the delays and discussing this topic weekly. November 2017 91

  89. Chief Technology Office & Closure Major Contract to Date Variances Schedule (cont.) 5.3.6.1.4 IDF Glass Testing -$491k • Cause : The CTD SV is primarily due to the Lysimeter facility upgrades. Transfer of the Field Lysimeter Test Facility (FLTF) and needed upgrades has delayed procuring equipment, preparing test materials and preparing the Lysimeter samples for insertion into the facility. It is anticipated that these activities will not start until the second quarter of FY 18. Upon completion of the upgrades to the facility, PNNL can perform the detailed test configuration definition and pretest modeling for the Lysimeter testing. • Impact : The transfer of the Field Lysimeter Test Facility (FLTF) from CHPRC to WRPS, and upgrading the facility is largely driving out the preparation of the Lysimeter for Waste Form Insertion and is expected to move out to the second quarter of FY 18. This will delay the start of testing to be done in FY 18; however, there is no current impact to critical downstream tasks as a result of this schedule variance. • Corrective Action : No corrective actions planned. The variance is expected to continue into the first quarter of FY 2018. 5.3.12.2.4 Solid Secondary Waste Stream Tech Mat (DFLAW) -$406k • Cause : The CTD SV is primarily due to the Solid Secondary Waste (SSW) - phase 2 preparation and curing of the samples, and conducting the waste form tests 1 & 2, starting later than expected. Delays are due to limitations of subcontracted resources, and additional preparation of samples and cure times. Phase 2 testing and final results memo is expected to complete February 2018. • Impact : No impact to critical path or other control accounts. • Corrective Action : No corrective actions planned. The variance is expected to continue into the first quarter of FY 2018. 5.2.4.2.8 Waste Mgt Area A/AX Perf Assessment -$335k • Cause : The CTD SV is primarily due to (1) activities X242-82WA1-11 and X242-82WA1-12 (Review by Ecology and update Residual Inventory & Soil Inventory Rev. 0 documents). These activities cannot proceed due to Ecology's priorities. Ecology was unable to review the data packages describing WMA A-AX Tank Residual Inventories and WMA A-AX Soil Inventory in FY17, so this scope carried over to FY18. The (FES) schedule was modified to shift the Ecology review into the early part of FY18, when Ecology’s schedule will allow for this review; and, (2) delays in completing the conceptual model report by the subcontractor . Also, adjustments to the site conceptual models being documented in the Geologic Framework Conceptual model package report have delayed the completion of this report, and has led to some delays in the final selection and testing of model parameters being used in the numerical model development work. The subcontractor spent some time with technical staff at CH-PRC to come up with models at A-AX that were consistent with those that PRC staff were developing for use in a Hanford site-wide Composite Analysis that they are undertaking in the upcoming two years. This took longer than originally planned. • Impact : The review, dispositioning and incorporation of Ecology comments into the Residual Inventory and Soil Inventory documents cannot be completed until after the Ecology review and receipt of their comments. The scheduled activities of resolving comments and updating the documents carried over into FY18. • Corrective Action : There is no corrective action planned, since the SV will be made up once Ecology is able to review the Residual Inventory & Soil Inventory Rev 0 documents, which is planned for completion in FY 18. November 2017 92

  90. Chief Technology Office FY 2018 Key Deliverables FY 2018 Key Deliverables Target Forecast Complete design of a new sampling technique for the Tank Farms – PBI-42.0.5 Q3 APR-18 Complete selection of non-destructive examination (NDE) technology based on FY 2017 Effectiveness Testing and complete integration testing with a delivery system for under double shell tank developed by the Tank and Pipeline Integrity (TAPI) group Q4 SEP-18 – PBI-42.0.2 Modify and issue revision to the RPP Technology Roadmap – PBI-42.0.4 Q4 AUG-18 Complete requirement and specification definition, detailed design, and fabrication and factory acceptance testing of a Q4 SEP-18 mechanical waste gathering system technology and submit an effectiveness test report – PBI-42.0.9 Operate the current first feed AP-107 through the DFLAW Radioactive Waste Test Platform to support Waste Feed Q4 SEP-18 Qualifications PBI-42.0.8 Complete testing and laboratory studies to support disposal related waste form performance necessary for advanced glasses, Q4 SEP-18 secondary liquid waste streams, and secondary solid waste forms – PBI-42.0.1 Complete detailed test configuration definition and pretest modeling for lysimeter testing – PBI-42.0.6 Q3 MAY-18 Complete waste form development and performance testing for EMF bottoms disposition onsite – PBI-42.0.3 Q4 SEP-18 Complete AP-105 Radioactive Waste Platform Operations, including grouting evaporator bottoms – PBI-42.0.7 Q3 MAY-18 November 2017 93

  91. Closure & Corrective Measures FY 2018 Key Deliverables FY 2018 Key Deliverables Target Forecast MAY 2018 In support of completion of TPA M-045-92, prepare Barrier 3 Design/Monitoring Plan – PBI-41.0.1 Q3 Provide to ORP and DOE LFRG responses to DOE LFRG review comments on Rev. B of the Integrated Disposal Facility JUN 2018 Performance Assessment (IDF PA) along with an updated PA document that incorporates the proposed revisions to address the Q3 comments – PBI-41.0.5 November 2017 94

  92. Chief Technology Office & Closure Contract Changes Estimated Contract Changes Assigned Date Tech Lead Target Completion Current Status Impact ($M) NTE - Initial SX Barrier 5-Jul-17 D. Parker Jul-17 $100k ORP direction to proceed received from Contracting Conceptual Expansion Officer via email July 5, 2017. BCR for NTE scope implemented in July 2017. Proposal (CP-17-019) submitted to DOE November 2017. Contract Mod 459 - NTE 20-Nov-17 D. Parker Jan-18 $100k NTE increase from $100k to $200k. Refer to Current Increase SX Barrier Status for Initial NTE for proposal status (CP-17-019). Expansion Design BCR RPP-18-025 processed and implemented in November for additional scope. November 2017 95

  93. Chief Technology Office & Closure BCR Status BCR#/Description Level Assigned Date CAM Target Completion Estimated Impact Current Status RPP-18-019 - Tank-side Cesium 3 24-Oct-17 D. Swanberg Nov-17 -$257k BCR processed and implemented in Removal November 2017 RPP-18-022 - Removal of 3 Gallon 3 1-Nov-17 K. Colosi Nov-17 $1.4M BCR processed and implemented in Test Bed Initiative Scope November 2017 RPP-18-025 - SX Barrient 3 6-Nov-17 D. Parker Nov-17 $97k BCR processed and implemented in Expansion Design Additional November 2017 (CP_17-019) November 2017 96

  94. One System November 2017

  95. One System Ov Over erview view November 2017 98

  96. One System Sc Sche hedu dule le Rec ecover ery Cumulative to Date SV Forecast November 2017 99

  97. One System Major Major Cur Curren ent t Mont Month V h Var arianc iances es Cost 5.03.01.02.07 Software Maintenance and Support $138k Cause : The favorable CM cost variance in this control account is primarily due to: Labor: Software Maintenance and Support have currently been able to perform their work scope with junior level engineering staff at a significantly lower actual rate than the planning rate, as well as not hiring two (2) additional E010's that were planned for in FY18 Q1. These additional resources will be hired in FY18 Q2 as needed. COCS Planning Rate Actual Rate Rate Delta E010-REG $81.98 $69.11 $12.87 E130-REG $96.82 $58.97 $37.85 Impact : There is no impact to any other baseline activities outside of this account. 5.03.06.01.03 ILAW Transporters $166k Cause : The CM CV is due to: The early phase PSSD and ILAW Transporter Prototype Fabrication work scope accomplished during the current reporting period required fewer resources than planned in the baseline. However, it is expected that as the projects progress, and increased resource ramp up occurs, costs will increase. These expected cost increases will offset the experienced early phase efficiencies. Impact : There is no impact to any other activities outside of this account. November 2017 100

Recommend

Kane County Case Management System Assessment Project URL Integration Kane County CMS

Kane County Case Management System Assessment Project URL Integration Kane County CMS

Kane County Case Management System Assessment Project URL Integration Kane County CMS Assessment Project Final Presentation October 25, 2011 Amir Holmes, Senior Business Analyst & Project Manager Dave Usery, CEO Proposed Solution

226 views • 19 slides
Kane County Case Management System Assessment Project URL Integration Kane County CMS

Kane County Case Management System Assessment Project URL Integration Kane County CMS

Kane County Case Management System Assessment Project URL Integration Kane County CMS Assessment Project Final Report Presentation September 30, 2011 Amir Holmes, Senior Business Analyst & Project Manager Proposed Solution The key

485 views • 20 slides
National Integrity System Assessment 2018 Update Liz Brown, Project Manager/Editor 2013 NIS

National Integrity System Assessment 2018 Update Liz Brown, Project Manager/Editor 2013 NIS

National Integrity System Assessment 2018 Update Liz Brown, Project Manager/Editor 2013 NIS Assessment Core Message It is beyond time for serious and urgent action to protect and extend integrity in New Zealand Since 2013 Some positives

155 views • 14 slides
Environmental Impact Assessment Study Ivan Mitrovic Project manager, Directorate for Inland

Environmental Impact Assessment Study Ivan Mitrovic Project manager, Directorate for Inland

Preparation of necessary documentation for rive raining and dredging works on critical sectors on the Danube River in Serbia Environmental Impact Assessment Study Ivan Mitrovic Project manager, Directorate for Inland Waterways Public hearing

940 views • 91 slides
Kane County Case Management System Assessment Project URL Integration Project Update April

Kane County Case Management System Assessment Project URL Integration Project Update April

Kane County Case Management System Assessment Project URL Integration Project Update April 14, 2011 Amir Holmes, Senior Business Analyst & Project Manager Presentation Overview Review of Original Project Goals & Tasks Status

199 views • 15 slides
Report from the Project Manager Bill Boroski Contractor Project Manager Contractor Project

Report from the Project Manager Bill Boroski Contractor Project Manager Contractor Project

Report from the Project Manager Bill Boroski Contractor Project Manager Contractor Project Manager USQCD All-Hands Meeting Brookhaven National Laboratory April 16-17, 2010 Outline Outline Completion of the initial computing project

475 views • 16 slides
October 31, 2018 DOE Assessment Team Nancy Godfrey, DOE Assessment Coordinator Greg Newcom,

October 31, 2018 DOE Assessment Team Nancy Godfrey, DOE Assessment Coordinator Greg Newcom,

October 31, 2018 DOE Assessment Team Nancy Godfrey, DOE Assessment Coordinator Greg Newcom, FocalPoint K12/MAARS Project Manager Welcome to the District Assessment Coordinators (DACs) and Career & Technical Education Directors (CTE) and

313 views • 27 slides
District Assessment Coordinators Career & Technical Education Directors and MAARS DOE

District Assessment Coordinators Career & Technical Education Directors and MAARS DOE

District Assessment Coordinators Career & Technical Education Directors and MAARS DOE Assessment Team Nancy Godfrey, DOE Assessment Coordinator Greg Newcom, FocalPoint K12/MAARS Project Manager Welcome to the District Assessment

892 views • 36 slides
Report from the Project Manager Bakul Banerjee Associate Contractor Project Manager Associate

Report from the Project Manager Bakul Banerjee Associate Contractor Project Manager Associate

Report from the Project Manager Bakul Banerjee Associate Contractor Project Manager Associate Contractor Project Manager USQCD All-Hands Meeting Fermi National Accelerator Laboratory May 14-15, 2009 Outline Organization update OMB300

556 views • 16 slides
Level 5 Operations/ Departmental Manager EPA-Kit Mock Assessment Materials Presentation and

Level 5 Operations/ Departmental Manager EPA-Kit Mock Assessment Materials Presentation and

Level 5 Operations/ Departmental Manager EPA-Kit Mock Assessment Materials Presentation and Q&A on the Work-Based Project ODM 2.7 1 Mock Assessment Documentation The following pages contain documentation that may be used for

504 views • 4 slides
SYSTEM ASSESSMENT PROJECT 5/15/2012 1 System Assessment Project Status Update Phase one:

SYSTEM ASSESSMENT PROJECT 5/15/2012 1 System Assessment Project Status Update Phase one:

Project Update SYSTEM ASSESSMENT PROJECT 5/15/2012 1 System Assessment Project Status Update Phase one: relay setting comparison All contract engineer reports have been reviewed and no additional corrective actions have been

370 views • 3 slides
Institutional Learning Outcomes Diversity Pilot Assessment Project Presented to ILO Subcommittee

Institutional Learning Outcomes Diversity Pilot Assessment Project Presented to ILO Subcommittee

Institutional Learning Outcomes Diversity Pilot Assessment Project Presented to ILO Subcommittee May 1, 2017 2013-14 I 2014-15 l 2015-16 I 2016-17 Julie Stein, Educational Effectiveness Project Manager Dr. Fanny Yeung, Educational

341 views • 18 slides
HELCOM 2nd Holistic Assessment The assessment is carried out through the HOLAS II project

HELCOM 2nd Holistic Assessment The assessment is carried out through the HOLAS II project

HELCOM 2nd Holistic Assessment The assessment is carried out through the HOLAS II project The assessment report will: follow-up the goals and objectives of the Baltic Sea Action Plan (BSAP) be developed so that it can serve as a

404 views • 6 slides
Unit 10 The World of Project Management and The Role of Project Manager The Role of Project

Unit 10 The World of Project Management and The Role of Project Manager The Role of Project

Unit 10 The World of Project Management and The Role of Project Manager The Role of Project Manager Source: Project Management in Practice, 4th Edition, Mantel, Meredith, Shafer, Sutton, Wiley, 2011. Project Management: A Systems Approach to

712 views • 32 slides
State of Oregon HRIS Project Enterprise Readiness Assessment Consulting Services Memorandum

State of Oregon HRIS Project Enterprise Readiness Assessment Consulting Services Memorandum

State of Oregon HRIS Project Enterprise Readiness Assessment Consulting Services Memorandum To: Joyce Martinez HRIS Business Case Project Manager From: Robin Milne Dye Management Group, Inc. Date: September 30, 2013 Subject: Enterprise

593 views • 23 slides
Assessing your organisations capacity needs Catherine Gould, ECB Project Manager, Oxfam 19 th

Assessing your organisations capacity needs Catherine Gould, ECB Project Manager, Oxfam 19 th

Assessing your organisations capacity needs Catherine Gould, ECB Project Manager, Oxfam 19 th May 2011 www.ecbproject.org SUMMARY OF PRESENTATION 1. Introducing our self assessment tool 2. The information we collect 3. How we make sense

240 views • 11 slides
Bob Diezi, Project Manager, District One Road Rangers Project Manager Responsibilities

Bob Diezi, Project Manager, District One Road Rangers Project Manager Responsibilities

Bob Diezi, Project Manager, District One Road Rangers Project Manager Responsibilities Point of contact for the Department Thoroughly knowledgeable and experienced in relation to all aspects of the scope of services and the contract

447 views • 20 slides
Delivering the 2016 Assessment Update Halton Region Nancy Huether, Regional Manager Lou

Delivering the 2016 Assessment Update Halton Region Nancy Huether, Regional Manager Lou

Delivering the 2016 Assessment Update Halton Region Nancy Huether, Regional Manager Lou Castellani, Account Manager April 13, 2016 PROPERTY ASSESSMENT & PROPERTY TAXES The Municipal Property Assessment Corporation determines Current Value

613 views • 28 slides
NEI Perspective on Licensing Beyond 60 Julie Keys Sr. Project Manager Sr. Project Manager

NEI Perspective on Licensing Beyond 60 Julie Keys Sr. Project Manager Sr. Project Manager

NEI Perspective on Licensing Beyond 60 Julie Keys Sr. Project Manager Sr. Project Manager jyk@nei.org Background Background Operation beyond 60 years is needed to meet energy demands Currently licenses issued to 40 with 20 year

646 views • 8 slides
Steven Theisen Project Communications Manager Mark Vesperman, P.E. Design Project Manager 3 4

Steven Theisen Project Communications Manager Mark Vesperman, P.E. Design Project Manager 3 4

Steven Theisen Project Communications Manager Mark Vesperman, P.E. Design Project Manager 3 4 Westbound Beltline expansion, Seminole Highway to Whitney Way, anticipated to start in mid-March 2016. Midvale Boulevard reconstruction,

516 views • 13 slides
B Impact Assessment Training Presentation Spring 2014 The B Impact Assessment Project Want to

B Impact Assessment Training Presentation Spring 2014 The B Impact Assessment Project Want to

B Impact Assessment Training Presentation Spring 2014 The B Impact Assessment Project Want to help an organization improve its environmental and social impact? Then the B Impact Assessment Project is for you! 2 The B Impact Assessment Project

529 views • 24 slides
Welcome Joint Public Service Centre Project Welcome Agenda Introductions Project

Welcome Joint Public Service Centre Project Welcome Agenda Introductions Project

Staff Engagement Group 7 th November 2014 Welcome Joint Public Service Centre Project Welcome Agenda Introductions Project Update Key Task Area Project Manager Updates Engagement Assessment Results Implementation

856 views • 38 slides
Speaker SMAPP Project Enhancing Mathematics Assessment with Singapore Mathematics Assessment

Speaker SMAPP Project Enhancing Mathematics Assessment with Singapore Mathematics Assessment

Speaker SMAPP Project Enhancing Mathematics Assessment with Singapore Mathematics Assessment and Validated Resources Pedagogy Project Sep 2008 Dec 2012 WONG Khoon Yoong (A/P) RD & I (Research, Development and Mathematics

306 views • 9 slides
Project Manager/Document Manager: Katie Hoffman Budget Manager/Web Designer: Hannah Reed Client

Project Manager/Document Manager: Katie Hoffman Budget Manager/Web Designer: Hannah Reed Client

Project Manager/Document Manager: Katie Hoffman Budget Manager/Web Designer: Hannah Reed Client Contact/Document Manager: Daniel Marquez Project Description The objective is to design and build a clean hood and a portable clean room.

236 views • 11 slides

More recommend