Preparing a Project Closeout Report

Within Office of Science, a Project Closeout Report (PCR) needs to be developed for projects
(regardless of the funding type) with Total Project Cost (TPC) of $10 million or greater as part of
Critical Decision (CD) 4 (Approve Start of Operations or Project Completion). The PCR
provides a documentation of the overall project performance, and the closure status of the
project, contracts, regulatory drivers, and fiscal condition. The Office of Science requires that a
Draft PCR be developed prior to the CD-4 Independent Project Review. The Initial PCR should
be submitted to the Headquarters Program Manager and Office of Project Assessment within 90
days after CD-4 approval. The Final PCR should be submitted to HQ Program Manager and
Office of Project Assessment after all project costs are incurred and invoiced, and all contracts
are closed.
The PCR serves as the main communication vehicle to document project objectives and the final
project results. The Final PRC will contain the technical performance achieved, the final cost and
completion date of the project, and project lessons learned. The purpose of this
procedure/template is to: 1) provide guidance for the Federal Project Director (FPD) and the
Integrated Project Team to produce a useful and flexible report, and 2) provide guidance on how
to appropriately meet the requirements of DOE O 413.3B.
The PCR should be tailored based on project size and complexity.
As part of project closeout, the project, as appropriate will establish/or update the Facilities
Information Management System, document the achievement of the Facility Sustainability goals,
and finalize PARS II reporting.
Report Development
The Draft Project Closeout Report is initiated prior to CD-4 or at the point where all activities
physical, regulatory, and contractual are completed (or mostly completed). The main text of the
document, not including attachments or appendices, should be approximately 20-35 pages
depending on the number of lessons learned.
For projects that want to incorporate additional information, the projects are encouraged
to use the attachments or appendices to include the additional data.
Note: Italicized text included in this document is provided as examples of what the section
should contain. These are examples only and most projects may not have data in the same
organization, titles, format, etc.

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2
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(Draft, Initial, or Final)

Project Closeout Report
for the
PROJECT NAME (ACRONYM)
Project # _________
at
_______________ National Laboratory
Location

Office of [Program Office]

Office of Science
U.S. Department of Energy
Date Approved:
_______________________
Month/Year

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Project Closeout Report for the

Project Name (Acronym) Project at the
__________ National Laboratory
Submitted by:
Date: ___________
[Name], Contractor Project Manager/Project Director, [Lab], DOE

Approved by:
Date: ___________
[Name], Federal Project Director, [Site Office], DOE

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Project Closeout Report for the

Project Name (Acronym) Project at the
__________ National Laboratory
Table of Contents
1.
2.
3.
4.
5.

6.
7.
8.
9.

EXECUTIVE SUMMARY..........................................................................................................
INTRODUCTION.......................................................................................................................
ACQUISITION APPROACH......................................................................................................
PROJECT ORGANIZATION .....................................................................................................
PROJECT BASELINE AT COMPLETION................................................................................
5.1 Scope Baseline....................................................................................................................
5.2 Cost Baseline......................................................................................................................
5.3 Schedule Baseline...............................................................................................................
5.4 Work Breakdown Structure.................................................................................................
5.5 Funding Profile...................................................................................................................
5.6 Staffing Profile....................................................................................................................
5.7 Environmental Requirements/Permits................................................................................
5.8 Safety Record......................................................................................................................
CLOSEOUT STATUS.................................................................................................................
LESSONS LEARNED................................................................................................................
PHOTOS......................................................................................................................................
PROJECT DOCUMENT ARCHIVES AND LOCATIONS........................................................

APPENDICES
A. Detailed WBS Dictionary
B. Detailed Technical Performance Achieved
C. Major External Reviews
D. Detail Safety Information
E. Project Risk Registry
F. Others
G. Etc.

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1.

EXECUTIVE SUMMARY
Summarize the project scope and accomplishments.
Example: The goal of the xxx project was to design, construct, and
commission an . Key requirements to were completed by the end of
January 2015. This goal has been not only achieved but exceeded. The
project obtained CD-4 approval on January 2015 with EAC of $578M,
All required processes for commissioning have been completed and the
facility started operations on xxx date.

2.

INTRODUCTION
This section should state the version of the Project Closeout Report (Draft, Initial, or Final) and
date (month and year) of the report. Include where the project is located.
Example: This is the Draft project closeout report for the XXXX project. This document was
completed on December 2010. The project is located at xxxx Laboratory.
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3. ACQUISITION APPROACH
Describe the acquisition approach used to execute the project.
Example: DOE acquired the project through the M&O contractor who had the ultimate
responsibility to successfully execute the project. For the conventional facilities, the M&O
hired AAA A/E through full and open procurements to pre-qualified offerors to develop the
A/E services using a fixed price contract.
The technical component design and specification were developed by the XXXX Lab.
The conventional facilities construction was also based on a full and open procurement to
pre-qualified offerors using a fixed price contract.
All magnets were produced by vendors including cccc company for dipoles, dddd company
for.
All installations were performed by XXXX lab personnel.
Commissioning was contracted to ZZZZ company.
4. PROJECT ORGANIZATION
Show or describe in this section how the project was organized and managed. Discuss any major
changes made to the management team and how the changes impacted the project (if applicable).
Example: The project was organized as follows:

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March 2012

XXX Laboratory
, Director
Contract or Project Director

The laboratory project team organization is shown below.

Advisory Committee

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March 2012

Based on the CD-1 Independent Project Review, which judged that the project needed to
enhance procurement staff, the project management staff,.. changes to the management
team were made including
In July 2010, due to magnet delivery delays, the project also added the following
organizations to the management team
5.

PROJECT BASELINE

This section documents the project Performance Baseline (PB) that consists of the scope, cost
(Total Project Cost or TPC), schedule (Critical Decision or CD-4 date), funding profile, and other
information approved at CD-2 and what was achieved at CD-4.
5.1

Scope Baseline

This section describes the project scope and Key Performance Parameters (KPPs) that were
approved at CD-2 and the KPPs achieved at CD-4.
Example 1: Technical ProjectThe project, located at xxx lab, designed, constructed, tested,
and commissioned an xxx facility. The project was declared complete and the following was
achieved:

Facility has completed construction of the XX building and is ready for occupancy
Ion source is accelerated up to a minimum energy of xxx MeV peak for xx seconds
Calculations have shown that xxx has been achieved.
Four experimental facilities installed without beams.

The planned and final threshold key performance parameters (KPP) of the project are listed
below:
Description of Scope
Facility Size
Brightness
Spatial Resolution
Energy Resolution
Experimental Facilities

CD-2 Threshold
KPP
Xx,xxx SF
8 KeV
1 nm
0.1 meV
3

KPP Achieved at CD-4

Xx,xxx SF
8 KeV
1 nm
0.1 meV
3

CD-2 Threshold KPP Met or

Exceeded?
Exceeded
Met
Met
Met
Exceeded

Note: The threshold KPPs are the minimum parameters against which the projects
performance is measured when complete. At CD-2, the documented threshold KPPs
comprise the official Performance Baseline.
Example 2: Conventional Construction Project: The project, located at XXXX designed and
constructed general office space and a laboratory building. The project also demolished
space to meet the one-for-one space requirements. The project was declared complete when
the XX building was complete, and commissioned.
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March 2012

The planned and actual threshold KPPs of the project are:

Description of Scope
Facility Size
Demolition
LEED Certification

CD-2 Threshold KPP

KPP Achieved at CD-4

Xx,xxx SF
Xx,xxx SF
Gold

Xx,xxx SF
Xx,xxx SF
Platinum

CD-2 Threshold KPP

Met or Exceeded?
Met
Met
Exceeded

Note: The threshold KPPs are the minimum parameters against which the projects
performance is measured when complete. At CD-2, the documented threshold KPPs
comprise the official Performance Baseline.
5.2

Cost Baseline

This section describes the project cost baseline approved at CD-2, the final cost achieved at CD4, and a brief description of differences in contingency usage from planned versus actual.
The WBS categorization and level included will depend on what is discussed in the Project
Execution Plan (PEP). For example, if the PEP included a WBS at Level 3, then this closeout
document should also include the final cost at WBS at Level 3. The purpose for this request is to
allow other projects to use historical cost data of a completed project.
Also, include the final project Engineering Design Inspection and Administration (EDIA) versus
construction cost breakdown and the contingency usage trend (contingency remaining as a
percentage of EAC and BAC) throughout the project period.
Example: The Total Project Cost at CD-2 was $578.8M, which included $107.5M of
contingency. Table W shows the planned cost, the actual cost at CD-4, and explanations of
contingency usage. The final and complete project risk registry is included in Appendix E,
which shows the identified risks.

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Table WProject Cost Summary

WB
S#

WBS Title

Total $Kat
CD-2

Final
Actual
Costs ($K)

1.01

Project Management

26,500

36,030

1.03

Accelerator Systems

170,800

206,061

1.04

Experimental Facilities

48,200

76,790

1.05

Conventional Facilities (CF)

144,000

165,919

TEC Direct

484,800

TEC Contingency (24 % ETC at CD-2)

TEC

389,500
95,300
484,800

1.02

R&D

39,600

45,700

1.06

Pre-Ops

42,200

47,100

81,800

92,800

12,200

1,200

94,000
578,800

94,000
578,800

OPC Direct
OPC Contingency (17 % ETC at CD2)

OPC
Total Project Cost (TPC)

Contingency Usage Description

Contingency was used to augment QA staff and
oversight needed for additional CF scope.
Production of magnets was delayed due to vendor issues
resulting in use of more contingency than planned to
maintain the baseline schedule. Also, design changes
were made to magnet tolerance requirements which
resulted in more resources needed to install the magnets
(to ensure final alignment tolerances remained within
specs)
The experimental facilities contingency usage was
consistent with what was planned see Appendix E the
risk registry..
Bids were lower than estimated. Thus, the project
increased the size of the CF to utilize contingency.
Additional contingency was used to modify the
foundation depth, which was incorrectly designed.

484,800
Used less contingency than planned due to better than
expected crystal growth rate and quality in
Experimental Facilities.
Underestimated pre-ops labor hours for testing and
commissioning resulted in higher than expected
contingency usage.

Other Project Costs (OPC) includes Conceptual Design, R&D and Pre-Operations.
Total Estimated Cost (TEC) Construction includes Preliminary and Final Designs, construction,
project management, and other costs not captured in OPC.
Total Project Cost (TPC) includes TEC PED, TEC Construction, and OPC.

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WBS#

Total $K at
CD-2

WBS NAME

1
XXXX Project
TOTAL ESTIMATED COST
1.1
Project Management
1.1.1
Project Management
1.1.2
Environment, Safety & Health
1.1.3
Project Support
1.1.4
Quality Assurance
1.1.5
Configuration Mgmt. & Document Control
1.3
Accelerator Systems
1.3.1
Accelerator Physics
1.3.2
Injection System
1.3.3
Storage Ring
1.3.4
Controls Systems
1.3.5
Accelerator Safety Systems
1.3.6
Insertion Devices
1.4
Experimental Facilities
1.4.1
Local Controls & Data Acquisition Systems
1.4.2
Diagnostics
1.4.3
Optics
1.4.4
User Instruments
1.4.5
Optics Labs
1.5
Conventional Facilities
1.5.1
Site Characterization
1.5.2
Conventional Facilities Engineering &Design
1.5.3
Conventional Facilities Construction
1.5.4
Integrated Controls & Communications
1.5.5
Standard Equipment
TEC Contingency (24 % ETC at CD-2)
OTHER PROJECT COST
1.2
R&D
1.2.1
Requirements Development
1.2.2
Conceptual Design
1.2.3
Technical Systems R&D
1.6
Pre-Ops
1.6.1
Accelerator Systems - Pre Ops
1.6.2
Experimental Facilities - Pre Ops
1.6.3
Spares
1.6.4
Conventional Facilities Commissioning

$26,500
$3,578
$2,915
$15,900
$2,094
$2,013
$170,800
$7,686
$28,182
$96,502
$14,518
$17,080
$6,832
$48,200
$3,374
$2,314
$2,362
$37,500
$2,651
$144,000
$4,320
$12,960
$120,240
$3,600
$2,880
$95,300

$36,030
$5,007
$4,821
$17,806
$4,476
$3,919
$206,061
$13,328
$33,824
$103,554
$20,160
$22,722
$12,474
$76,790
$9,092
$8,032
$8,080
$43,218
$8,369
$165,919
$8,704
$17,344
$124,624
$7,984
$7,264
0

$39,600
$2,376
$14,256
$22,968
$42,200
$20,678
$9,706
$5,908
$5,908

$45,700
$4,206
$16,086
$25,408
$47,100
$22,003
$10,731
$6,933
$7,433

OPC Contingency (17 % ETC at CD-2)

$12,200

$1,200

Total Project Cost

$578,800

$578,800

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March 2012

Actual ($K)

Table W+1EDIA Cost Compared to Construction

EDIA as a % of Construction Cost*

32.3%

0%

Cost Categories

Project $
(K)

Non-Project $
(K)

Engineering

Comments

$57,001
13%

Design (A/E, tech specs.; conceptual, preliminary, and

final design; as-built drawings, etc.)

Yes

No

Value Engineering

Yes

No

Design Reviews

Yes

No

Design Support (i.e., soil testing, vibration testing,

seismic analysis, etc., needed for design)

Yes

No

Yes

No

Other (specify)
Management

$69,254
16%

Design Management

Yes

No

Construction Management

Yes

No

Project Management (cost estimating, scheduling,

project controls, risk assessment, etc.)

Yes

No

QA/Inspection/testing/acceptance/etc.

Yes

No

Procurement and Contracting

Yes

No

Legal, Accounting, Real Estate

Yes

No

Other (specify)

No

No

ES&H

$6,004
3%

Environmental Permitting

Yes

No

Safety documentation

Yes

No

Safety Inspection

Yes

No

Security

Yes

No

Other (specify)

Yes

No

Construction/Fabrication

Charged via overhead on direct costs

$409,960

Building

Yes

No

Land is DOE property and there is no cost to

the project.

Special Equipment (i.e., microscopes, probes,

instruments, detectors, etc.)

Yes

No

Also includes installation and labor costs of

component fabrication and testing

Standard Equipment (i.e., furniture, office equipment,

benches, kitchen equipment, audio/visual, etc)

Yes

No

Yes

No

Demolition/Disposal
Research and Development

S10,070

Commissioning/Testing or Start-up/Testing

$25,307

Other (specify)

Yes

Contingency

No

$1,200
Total Project Cost

$578,800

$0

*EDIA as a % of Construction= (Engineering+Management+ES&H)/Construction/Fabrication

The project contingency usage history as a function of time is shown below.

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5.3

Schedule Baseline

The schedule baseline is the CD-4 completion date. This section needs to include the CD dates
planned or established at CD-2, and the actual CD dates. Also, include in this section a summary
schedule showing major milestones and activities, durations, and the critical path.
If applicable, include in this section other major events that occurred that may not have been
planned such as major reorganization of the project, a baseline deviation, or other events.
Example: The following Tables list the planned key schedule milestones versus actual
completion dates.
Table XX
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Level X Milestone
CD-0, Approve Mission Need
CD-1, Approve Alternative Selection and Cost Range
CD-3a, Approve Long Lead Procurement
CD-2/3, Approve Performance Baseline and Start of
Construction
CD-4, Approve Project Completion (defined as delivery of
components)

Schedule at CD-2
8/22/06
12/14/07
1/18/09

Actual
8/22/06
1/24/08
1/28/09

2/28/2010

2/27/2010

3rd Quarter, FY2015

1/15/2015

Planned Schedule

Actual

5/2010
10/2010
11/2010

6/9/2010
11/19/2010
11/2/2010

3/2011
5/2013
9/2014

3/5/2011
6/30/2013
9/13/2014

2/2009
3/2009
9/2014

2/2/2009
315//2009
5/5/2014

Table XX+1
Level X+1 Milestone
WBS 1.3 Accelerator Systems
Award of RF Component Contract
Award of Magnet Contract
Award of Vacuum System Contract
WBS 1.4 Experimental Facilities
Beamline Final Design Complete
Experimental Facility Installation Start
Experimental Facility Commissioning Complete
WBS 1.5 Conventional Facilities
Start Sitework
Conventional Facility RFP Announcement
Conventional Facility BOD

Figure XX is the summary schedule with major milestones and activities, durations, and
the critical path that was planned at CD-2 and actual critical path.

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5.4

Work Breakdown Structure

Include a Work Breakdown Structure (WBS) and WBS dictionary. The WBS categorization and
level included will depend on what is discussed in the Project Execution Plan (PEP). For
example, if the PEP included a WBS and WBS dictionary at Level 3, then this closeout
document should also include the final WBS and dictionary at Level 3. The purpose for this
request is to allow other projects to use historical cost data of a completed project.
Example: Final WBS at level 2 is defined as follows.
WBS #

WBS Title

1.1

Project
Management

1.3

Accelerator
Systems

1.4

Experimenta
l Facilities

1.5

Conventiona
l Facilities

1.2

R&D and
Engineering
and Design

Perform all R&D, conceptual design and engineering, and specification

activities associated with the project.

Pre-Ops

Costs associated with all support needed for the transition to operations of
subsystems including commissioning of the conventional facility, testing
and start-up of technical systems, spares, and any consumables used
during Pre-ops.

1.6

WBS Description
Total Estimated Cost (TEC)
Labor, materials, travel, and fixed costs associated with operations of the
xxx Project Office, including the offices of the Project Director and staff;
the project support functions; environment, safety, and health; quality
assurance; configuration management; and document control.
Design, engineering, procurement, construction, installation, and testing of
components necessary for the accelerator.
Design, engineering, procurement, installation, and commissioning,
without beam, of the three insertion devices/instruments included in the
project scope.
Design, engineering, construction of conventional facilities including
office buildings, laboratory space, experimental facility space, tunnels for
the systems, and parking lots.
Other Project Cost (OPC)

Level 3 WBS dictionary is included in Appendix D.

5.5

Funding Profile

The purpose of this section is to compare the funding profile that was approved at CD-2 and the
actual funds received by the project.
Example: Table A and A+1 represents the funding profile approved at CD-2 and actual funds
received by the project.

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Table AFunding Profile Approved at CD-2

Fiscal Year

FY06
$5
$5

OPC
R&D and Design
Pre-Ops
TEC
PED
Construction
Total Project Cost ($M)

FY0
7
$17
$17
$2
$2

$10

$38

FY0
8
$16
$16
$18
$18
$66

FY0
9
$13
$13

FY1
0
$4
$4

$107
$21
$86
$239

FY1
2
$6

FY1
3
$14

FY1
4
$14

FY1
5
$4

$98

FY1
1
$2
$1
$1
$122

$6
$91

$14
$33

$14
$15

$4
$0

$98
$204

$122
$247

$91
$194

$33
$94

$15
$57

$8

Total($M)
$94
$55
$39
$485
$40
$444
$579

Table A+1Actual Funds Received

Fiscal Year
OPC
R&D and Design
Pre-Ops
TEC
PED
Construction
Total Project Cost
($M)

FY0
6
$5
$5

$5

FY0
7
$17
$17

FY0
8
$16
$16

FY0
9
$13
$13

FY1
0
$4
$4

$2
$2

$18
$18

$107
$21
$86
$120

$19

$33

FY1
2
$6

FY1
3
$14

FY1
4
$14

FY15
$4

$98

FY1
1
$2
$1
$1
$122

$6
$75

$14
$43

$14
$21

$4
$0

$98

$122

$75

$43

$21

$102

$123

$81

$57

$35

Total ($M)
$94
$55
$39
$485
$40
$445

$4

5.6 Staffing Profile

Include an actual staffing profile for each fiscal year by personnel type. If staffing profile for
contractors is not available, please note the work performed by the contractor (i.e., construction)
and the contract amount instead.
Example: Figure D below shows the actual project FTE profile by fiscal year.

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$579

The demolition contractor staffing data was not available and thus is not included in the profile.
The contract cost of the demolition work was $10M and the work was performed during June
2009 to February 2010.
5.7

Environmental Requirements/Permits

Discuss in this section project environmental requirements and permits that was planned and
what was actually performed. Include any major issues encountered (i.e., any archaeological
findings during excavation, historical landmark issues, lawsuits and the outcome, etc.).
Example: The NEPA documentation required for this project was an Environmental
Assessment (EA) and a Finding of No Significant Impact was determined prior to CD-2.
However, during the project site clearing and excavation, an old Indian artifact was
discovered that required
5.8

Safety Record

Include in this section the project safety record.

Example:Table AB summarizes the yearly project safety record by organization and type.
See Appendix D for the specific injury data.
Table ABSummary of Project Safety Record

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6.

CLOSEOUT STATUS

The purpose of this section is to address status of closeout activities that need to be performed.
For the Draft PCRwhich is completed prior to CD-4, many of the closeout activities will
not be complete. For the Initial PCR, due 90 days after CD-4 approval, most or all of the
closeout activities will be complete. When all closeout activities are completed, the Final
PCR will be submitted. The following is a list of closeout activities that may need to be
performed by a project (select those that are appropriate). Include the date when the status is
assessed.

Performance/Quality Assurance Closeout

Administrative Closeout

Financial Closeout

Contract Closeout

Equipment Disposition,

Other

Example: As of the end of December 2014, the following is the status of closeout activities.
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Activity and Description

Completion of punch list items
Complete Environmental Permitting
Equipment Disposition
Administrative CloseoutCost associated with contract and financial
closeout activities.
Contract Closeoutthere is a claim for $500K by the Construction
Contractor
Financial Closeoutwill be closed after contract closeout is
complete
TOTAL:

7.

Planned
Completion
Date?
3/30/15

Planned
Remaining
Costs ($K)?
$0

06/30/2015

$100

No

06/30/2015

$900

No

06/30/2015

$200

Complete
Yes or No?
No
Yes
Yes
No

$1,200

LESSONS LEARNED

The section should discuss good work practices, innovative approaches, negative experiences,
subcontractor performance, deviations from what was planned versus what was performed,
unexpected events encountered, and other lessons learned by both the Federal and contractor
personnel. The lessons learned should include the following topical areas:

Background and Summarya narrative of how the project proceeded. What was the project
focused on, concerned about, surprised by, and how did it deal with these things.
Technical,
Cost, Schedule, and Funding
Safety and Quality,
Operations and Commissioning Planning and Readiness
Management;

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8.

PHOTOS

Include photos of the project as it progresses from initial stages to project completion. Please
include the date and the description of each photo.
9.

PROJECT DOCUMENT ARCHIVES AND LOCATIONS

Include in this section, where project data and documents are stored or archived such as an
archival point of contact.
Example: Project documents are archived at https://www.admin.xxx.gov/xxxx or
John Doe
123-456-1456
E-mail address
XXX Lab
Building XXX, RM 101
XXX Rd
XXX

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APPENDICES
The projects should use the appendices to include supporting data, additional details, or more
information than what is suggested in the main text of the document. The following are
examples of what can be included as appendices. The projects are not limited to what is
included as examples in the document.

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Appendix A
Detailed WBS Dictionary

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Appendix B
Detailed Technical Performance Achieved

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Appendix C
Major External Reviews

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Appendix D
Summary of Project Injuries
Date
2/1/2009

10/15/201
4

Organizatio
n
Contractor

Type
Recordabl
e

Lab

DART

Description of Injury
Contractor tripped on a rock and cut knee.

Graduate student accidentally sprayed cleaning solvent in eye and was

taken to hospital.

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Appendix E
Project Risk Registry

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