ER 5-1-11
31 Jul 2018
knowledge and best practices. CoPs simplify working across boundaries and incorporating
lessons learned. Before beginning any new project, activity or service, each individual must
check for applicable lessons learned and best practices in USACE lessons learned databases.
(5) Use corporate automated information systems consistently and accurately. Consistent,
timely and accurate use of corporate automated information systems (AIS) is required to ensure
data validity, integrity and accessibility. Access to meaningful and accurate Project Management
AIS information is paramount to managing our programs, projects, and meeting stakeholder
commitments. The Project Management Automated Information System (PROMIS or P2) is the
database of record for all Program and Project management data. This corporate data helps
execute enterprise level business processes and provide decision support. All data must be
managed in sufficient detail and in a fashion to achieve interoperability as well as regional and
corporate visibility of essential information that can be seamlessly shared across USACE, its
stakeholders, and partners. All members of the Project Delivery Team are responsible for data
quality in the corporate AISs. For example, different team members may be responsible for the
integrity and validity of data in Corps of Engineers Financial Management System (CEFMS),
Resident Management System (RMS), Lessons Learned, Real Estate Management Information
System (REMIS), Facilities and Equipment Maintenance System (FEMS), Design Review and
Checking System (DrChecksSM), the Enterprise Data Warehouse (EDW), the Project
Management Automated Information System or the Corporate Tool for Virtual Design and
Engineering Data Management, ProjectWise.
e. All work accomplished by USACE is considered part of a program. A program is a
collection of related projects, services, routine administrative and recurring operational
processes, or some mixture of these. Programs are executed to provide projects, products, and
services for both internal and external stakeholders. Programs can be organized by stakeholder
(internal or external), appropriation, similarity of scope, or by other unifying characteristics.
Programs must be managed in line with the overarching principles of the USACE business
process.
7. Project Delivery Process. A project is a temporary endeavor undertaken to create a
unique product, service, or result.
1
The project delivery business process (PDBP) is the
fundamental method used to deliver quality projects at all echelons of USACE (Refer to
Appendix C for a listing of the PDBP processes).
a. Central Tenet of PDBP. The heart of the PDBP is results-focused teamwork. We draw on
the diverse resources of the Corps worldwide to assemble strong multi-disciplinary teams,
unconstrained by geography or organizational boundaries, to best meet the stakeholders’ needs,
and the national/public interests. This regulation empowers Project Delivery Teams (PDTs) with
the authority and responsibility for delivering quality products and services.
1
Project Management Institute, A Guide to the Project Management Body of Knowledge (PMBOK
®
Guide) –
Fifth Edition, Project Management Institute, Inc., 2016. Copyright and all rights reserved. Material from this
publication has been reproduced with the permission of PMI.
4