A national laboratory of the U.S. Department of Energy

Office of Energy Efficiency & Renewable Energy

National Renewable Energy Laboratory 

Innovation for Our Energy Future 

Systems Integration and the 

Department of Energy’s 

Hydrogen Program 

Preprint 

M. A. Duffy 

To be presented at the 2007 International Conference on System of 

Systems Engineering: SOSE in Service of Energy and Security 

San Antonio, Texas 

April 16–18, 2007 

Conference Paper 

NREL/CP-150-41405 

March 2007 

NREL is operated by Midwest Research Institute ● Battelle Contract No. DE-AC36-99-GO10337 
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Systems Integration and the 

Department of Energy’s Hydrogen Program 

Michael Duffy 

National Renewable Energy Laboratory 

1617 Cole Boulevard 

Golden, CO 80401 

michael_duffy@nrel.gov 

Abstract - The Department Of Energy (DOE) established 

the Hydrogen Program in response to a Presidential 

directive. The role of the Hydrogen Program is not to build 

the nation’s hydrogen infrastructure, but instead to develop 

and validate technologies that will enable industry to make 

commercialization decisions that lead to establishing and 

evolving a national hydrogen infrastructure. To provide a 

solid foundation for a mission-driven Program consistent 

with the President’s directive, the DOE asked the National 

Renewable Energy Laboratory to establish a Systems 

Integration Office (SIO) and develop an Integrated 

Baseline that could be used to effectively and efficiently 

manage the Hydrogen Program. The SIO has employed a 

structured process, based on hierarchical decomposition, to 

identify, define, and analyze the requirements and tasks 

needed to satisfy the Hydrogen Program’s mission. The 

result is an on-line integrated baseline (i.e., both technical 

and programmatic considerations) that ensures that these 

mission requirements and all aspects of the President’s 

directive are addressed. 

Keywords: Systems Integration, Integrated Baseline, 

Hydrogen Program, CORE. 

1 Introduction 

 In the early 1970s, concern over the United States’ 

growing dependence on imported petroleum, coupled with 

concerns about our deteriorating air quality as a result of 

emissions from combustion of fossil fuels, prompted the 

Department of Energy (DOE) to begin investigating 

hydrogen technology. However, it was not until President 

Bush’s 2003 State of the Union address that significant 

funding became available. 

 Tonight I am proposing $1.2 billion in research 

funding so that America can lead the world in developing 

clean, hydrogen-powered automobiles. With a new national 

commitment our scientists and engineers will overcome 

obstacles to taking these cars from laboratory to showroom 

so that the first car driven by a child born today could be 

powered by hydrogen, and pollution free.[1] 

 In response to this Presidential directive, the DOE 

established the Hydrogen Program (Program) with the 

following mission: 

To research, develop, and validate hydrogen 

production, delivery, storage and fuel cell 

technologies.[2] 

 The Program was created to develop and validate 

technologies that will enable industry to make the 

commercialization decisions that lead to establishing and 

evolving a national hydrogen infrastructure based on 

domestic resources that will reduce the nation’s dependence 

on foreign oil; however, it will be up to industry to build the 

nation’s hydrogen infrastructure. It incorporates the results 

of past efforts with the direction and guidance of the 

National Energy Policy,[3] the National Hydrogen 

Vision,[4] the National Hydrogen Energy Roadmap,[5] the 

President’s Hydrogen Fuel Initiative,

[6] the Energy Policy 

Act of 2005,[7] the Advanced Energy Initiative,[8] the 

FreedomCAR and Fuel Partnership,[9] and the DOE 

Strategic Plan.[10] The Program includes activities being 

conducted by the following DOE program offices: Energy 

Efficiency and Renewable Energy, Fossil Energy, Nuclear 

Energy, and Science.

 In late 2003 the DOE commissioned the National 

Academies to review the Program. One significant 

recommendation was to establish an independent systems 

integration effort to ensure that the various Program

elements (such as production, delivery, and storage) fit 

together seamlessly. In response to this recommendation the 

Systems Integration Office (SIO) was established at the 

National Renewable Energy Laboratory in Golden, CO. 

2 Systems Integration Approach 

 Shortly thereafter, top-level management began asking, 

“what’s the Hydrogen Program going to cost and how will it 

be effectively managed?” Although the President 

designated $1.2 billion for the Program during the period 

1
fiscal year (FY) 2004 through FY 2008, a defensible budget 

request also needed to be constructed for the period FY 

2009 through FY 2015 – the date that enabling technologies 

will permit a technology readiness decision to be made – 

and an effective management tool needed to be developed 

and implemented. 

 The SIO recommended implementation of a structured 

process, based on hierarchical decomposition, to identify, 

define, and analyze the technical tasks needed to satisfy the 

Hydrogen Program’s mission – an Integrated Baseline for 

defining and managing the Program in accordance with 

DOE Order 413.3, Program and Project Management for 

the Acquisition of Capital Assets.[11] An approved 

Integrated Baseline would allow the Program management 

team to: 

• Establish a standard approach for organizing the 

various elements of the Program; 

• Facilitate the formation of a comprehensive timephased budget based on thorough schedule 

planning and cost estimating; 

• Measure performance against an approved 

Program baseline 

 Figure 1 illustrates the SIO’s concept for developing 

such an Integrated Baseline. Beginning with a vision of a 

future operational hydrogen economy by the year 2040, and 

recognizing that it would take about 20 years to accomplish 

once industry began offering significant numbers of 

hydrogen-powered vehicles approximately five years after a 

serious commercialization decision was made, a desired 

level of technological capability to be achieved by the 

Program by 2015 was established. These 2015 Hydrogen 

Program targets define the technical baseline that drives the 

work to be accomplished, the schedule to be met, and the 

estimated cost – i.e., the programmatic baseline. Together 

the technical and programmatic baselines comprise the 

Integrated Baseline and form the basis for a requirementsdriven, mission-oriented Program. 

 The technical portion of the baseline is the complete 

reference set of technical data describing the current (“asis”) state of technological capability and the desired (“tobe”) states at various times in the future. These desired 

states of technological capability are derived from the vision 

for an operational hydrogen economy in 2040. In essence, 

the technical baseline ensures that the right work is being 

done. It is derived from the national policy objectives and 

other top-level requirements, and is consistent with an 

assessment of both existing and potential new technology. It 

defines where the hydrogen technological capabilities are at 

any point in time and where they ultimately must be to 

satisfy the future vision. 

 In operational terms, the programmatic portion of the 

baseline ensures that the work is being done right – i.e., the 

work that must be accomplished to provide the required 

technological capabilities. The right work will be 

accomplished according to approved work plans, on time 

and on budget. The programmatic baseline contains all 

Hydrogen Program data pertaining to the approved scope of 

work, cost, and schedule. 

Schedule

0

2000000

4000000

6000000

8000000

10000000

12000000

14000000

16000000

18000000

20000000

1 st Q tr 2 nd Q tr 3 rd Q tr 4th Q tr

A c tual

P la n

Budget

Programmatic Baseline

(the process that establishes the technological capability)

Production Conversion

Storage

Delivery

Applications

Hydrogen Program

Targets (2015)

Technical Baseline

(the desired technological capability)

TWRS

1.1.1

WASTE

STORAGE

1.1.1.2

MGMT SYSTEMS

1.1.1.1

WASTE

DISPOSAL

1.1.1.3

WASTE

CHARACTER.

1.1.1.2.2

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

1.1.1.2.1.1

1.1.1.2.1.2

WBS

Requirements

Progress

Production Conversion

Storage

Delivery

Applications

Hydrogen Program Mission

(2040 2020) (the desired hydrogen economy)

Vision

Schedule

0

2000000

4000000

6000000

8000000

10000000

12000000

14000000

16000000

18000000

20000000

1 st Q tr 2 nd Q tr 3 rd Q tr 4th Q tr

A c tual

P la n

Budget

Programmatic Baseline

(the process that establishes the technological capability)

Schedule

0

2000000

4000000

6000000

8000000

10000000

12000000

14000000

16000000

18000000

20000000

1 st Q tr 2 nd Q tr 3 rd Q tr 4th Q tr

A c tual

P la n

Budget 0

2000000

4000000

6000000

8000000

10000000

12000000

14000000

16000000

18000000

20000000

1 st Q tr 2 nd Q tr 3 rd Q tr 4th Q tr

A c tual

P la n

Budget

Programmatic Baseline

(the process that establishes the technological capability)

Production Conversion

Storage

Delivery

Applications

Hydrogen Program

Targets (2015)

Technical Baseline

(the desired technological capability)

Production Conversion

Storage

Delivery

Applications

Hydrogen Program

Targets (2015)

Technical Baseline

(the desired technological capability)

TWRS

1.1.1

WASTE

STORAGE

1.1.1.2

MGMT SYSTEMS

1.1.1.1

WASTE

DISPOSAL

1.1.1.3

WASTE

CHARACTER.

1.1.1.2.2

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

1.1.1.2.1.1

1.1.1.2.1.2

WBS

Requirements

Progress

TWRS

1.1.1

WASTE

STORAGE

1.1.1.2

MGMT SYSTEMS

1.1.1.1

WASTE

DISPOSAL

1.1.1.3

WASTE

CHARACTER.

1.1.1.2.2

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

1.1.1.2.1.1

1.1.1.2.1.2

WBS

TWRS

1.1.1

WASTE

STORAGE

1.1.1.2

MGMT SYSTEMS

1.1.1.1

WASTE

DISPOSAL

1.1.1.3

WASTE

CHARACTER.

1.1.1.2.2

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

TANK FARM

OPERATIONS

1.1.1.2.1

1.1.1.2.1.1

1.1.1.2.1.2

WBS

Requirements

Progress

Production Conversion

Storage

Delivery

Applications

Hydrogen Program Mission

(2040 2020)

Production Conversion

Storage

Delivery

Applications

Hydrogen Program Mission

(2040 2020) (the desired hydrogen economy)

Vision

Figure 1. A Requirements-Driven, Mission-Oriented Hydrogen Program 

2
2.1 Challenges 

 Several significant challenges had to be overcome to 

develop and implement the Integrated Baseline: 

• Ongoing Program. The Hydrogen Program is 

comprised of nearly 300 ongoing projects spread 

across different organizations, addressing a variety 

of technological disciplines, many of which are on 

the leading edge of technology. Implementing 

systems integration within an ongoing program is 

especially challenging due to the existing mindset 

of managers and staff, other demands on their time, 

the “not-invented-here” attitude, and steadfast 

resistance towards systems engineers probing their 

activities. 

• Systems Integration within an R&D Program. 

Systems integration has most often been applied to 

the design, development, production, and 

maintenance of large, complex acquisition or 

construction projects. Implementing systems 

integration within an ongoing R&D program 

without delaying or disrupting current efforts 

represents a significant challenge, especially when 

the process has not been institutionalized within the 

organization. 

• Inherent Uncertainty in R&D. Given the inherent 

uncertainties with regard to achieving desired 

outcomes from the research and development of 

new technologies, tailoring the systems integration 

procedures and tools to the R&D paradigm and 

getting them accepted by the Program staff can be 

challenging. 

2.2 Existing Hydrogen Program Structure 

 The Hydrogen Program was already well underway 

for several years prior to the SIO getting involved and was 

striving to satisfy the objectives, targets and milestones in 

the Hydrogen, Fuel Cells & Infrastructure Technologies 

Program: Multi-Year Research, Development and 

Demonstration (MYRD&D) Plan.[2] Figure 2 shows the 

“as-is” Program structure encountered by the SIO. 

Requirements appropriately flowed down from top-level 

policy directives and documents. Barriers had been 

identified that represented obstacles in satisfying the 

requirements and became the basis for creating top-level 

technical tasks which were determined to be necessary to 

overcome the obstacles. Unfortunately, these top-level tasks 

were only decomposed into one more level of detail – hardly 

enough to allow detailed work descriptions, defensible 

budget estimates, or sufficient definition of the 

approximately 300 projects being funded by the Program. 

Requirements

(refined by)

Documents 

documents

Objective 1

Target 1.1 Target 1.2... Target 1.n

Barriers

resolved by

Products 

• Outputs

output from/

input to

Technical Tasks

(decomposed by)

Milestones

Go-No Go Decisions

Downselects

achieves

Task 1

Subtask 1.1 Subtask 1.2 ...Subtask 1.n

assigned to

Organizations

Programs/Projects

(includes)

Program A

Project A.1 Project A.2...Project A.n

resolved by

Technical

Baseline

Programmatic

Baseline

Requirements

(refined by)

Documents 

documents

Objective 1

Target 1.1 Target 1.2... Target 1.n

Requirements

(refined by)

Documents 

documents

Objective 1

Target 1.1 Target 1.2... Target 1.n

Barriers

resolved by

Products 

• Outputs

output from/

input to

Technical Tasks

(decomposed by)

Milestones

Go-No Go Decisions

Downselects

achieves

Task 1

Subtask 1.1 Subtask 1.2 ...Subtask 1.n

assigned to

Organizations

Programs/Projects

(includes)

Program A

Project A.1 Project A.2...Project A.n

resolved by

assigned to

Organizations

Programs/Projects

(includes)

Program A

Project A.1 Project A.2...Project A.n

resolved by

Technical

Baseline

Programmatic

Baseline

Figure 2. Hydrogen Program Structure prior to Systems Integration 

3
2.3 Integrated Baseline Structure 

 A top-level work breakdown structure (WBS) had 

been developed early in the conceptual stage of the 

Hydrogen Program by dividing it into ten distinct Program 

Elements: production, delivery, storage, fuel cells, 

technology validation, safety, codes & standards, education, 

systems analysis, and systems integration. However, it 

quickly became apparent to the SIO that this level of detail 

was not sufficient to create detailed budget forecasts, nor 

manage the overall Program effectively. Thus an effort was 

undertaken to create a more detailed WBS which would be 

consistent with the size, complexity, and risk of the 

Program, and the Program Manager’s need for more 

effective control. Specifically, the SIO organized working 

sessions with Program staff to develop a more detailed work 

breakdown structure, master schedule, and defensible cost 

estimates. 

 Each Program Element manager was instructed to 

define, schedule and cost the work necessary to meet all 

their key targets and milestones. Program requirements 

flowed “top-down”, whereas Program budgets were 

established “bottoms-up”. Emphasis was on developing a 

methodology that could be uniformly applied throughout the 

Program, so that a consistent set of budget estimates would 

be constructed across all Program Elements. 

 Work Breakdown Structure. The WBS is a taskoriented decomposition of the Program and is organized in 

multiple levels of increasing detail to reflect the complexity 

of the work scope. Its purpose is to divide the Program

into manageable segments of work to facilitate program 

management, cost estimating and budgeting, schedule 

management, reporting of cost and schedule performance, 

and cost and schedule control. A well-designed WBS 

ensures that all required work is incorporated in the 

Program and that no unnecessary work is included. The 

WBS defines the work scope portion of the programmatic 

baseline. 

Scheduling. The first step in scheduling all WBS tasks 

and sub-tasks was to specify the dates for all key targets and 

milestones that would be supported by the (sub-) tasks. The 

start/stop dates for each lowest level sub-task were selected 

so that the key targets and milestones would be met on time. 

This became the Program’s schedule baseline. 

Cost Planning. The purpose of cost planning was to 

identify the resources needed to accomplish the scope of 

work and to estimate the associated costs. An 

unconstrained, bottoms-up approach was used to generate 

the Program cost estimate by preparing cost estimates for 

all authorized work as defined at each lowest level activity 

in the WBS. After the initial cost estimates were prepared, 

the Program management team met to evaluate and validate 

each proposed cost, and to reach a consensus on a final cost 

profile for the Program. Once the cost estimate was 

approved at all management levels, it became the Program’s

cost baseline. 

 Figure 3 shows the new expanded structure for 

managing the Program after the implementation of the 

SIO’s process. 

Products 

• Outputs

output from/

input to

Technical Tasks

(scope, schedule, budget)

(decomposed by)

Milestones

Go-No Go Decisions

Downselects

achieves

Task 1

Subtask 1.1 Subtask 1.2 ... Subtask 1.n

Subtask 1.2...

specifies

Requirements

(refined by)

Documents 

documents

Objective 1

Target 1.1 Target 1.2 ... Target 1.n

Barriers (Risks) causes

resolves

resolved by

assigned to

Organizations

Programs/Projects

(includes)

Program A

Project A.1 Project A.2 ...Project A.n

Technical

Baseline

Programmatic

Baseline Products 

• Outputs

output from/

input to

Technical Tasks

(scope, schedule, budget)

(decomposed by)

Milestones

Go-No Go Decisions

Downselects

achieves

Task 1

Subtask 1.1 Subtask 1.2 ... Subtask 1.n

Subtask 1.2...

specifies

Requirements

(refined by)

Documents 

documents

Objective 1

Target 1.1 Target 1.2 ... Target 1.n

Requirements

(refined by)

Documents 

documents

Objective 1

Target 1.1 Target 1.2 ... Target 1.n

Barriers (Risks) causes

resolves

resolved by

assigned to

Organizations

Programs/Projects

(includes)

Program A

Project A.1 Project A.2 ...Project A.n

assigned to

Organizations

Programs/Projects

(includes)

Program A

Project A.1 Project A.2 ...Project A.n

Technical

Baseline

Programmatic

Baseline

Figure 3. Hydrogen Program Structure after Systems Integration Implementation 

4
5

Figure 4. Partial Example of a Gantt Chart

ID Task Name

1 1.1.1 Low-Cost, Distributed Production of Hydrogen from Natural Gas 

2 Production Output P4: P4 Output to Technology Validation: Hydrogen production technologies for distributed

systems using natural gas with projected cost of $2.50/gge hydrogen at the pump, untaxed, assuming 500

manufactured units per year. 4Q, 2010

3 Production Output P1: P1 Output to Technology Validation: Hydrogen production technology for distributed

systems using natural gas with projected cost of $3.00/gge hydrogen at the pump, untaxed, assuming 500 units

of production per year. 4Q, 2005

4 Production Output P3: P3 Output to Technology Validation, Systems Analysis and Systems Integration: Impact of

hydrogen quality on cost and performance. 3Q, 2007

5 Production Output P5: P5utput to Technology Validation: Hydrogen production technologies for distributed

systems using natural gas with projected cost of $2.00/gge hydrogen at the pump, untaxed, assuming 500

manufactured units per year. 4Q, 2015

6 Production Milestone 1: Verify feasibility of achieving 3.00/gge (delivered) from distributed natural gas. 3Q, 2006

7 Production Milestone 2: Verify feasibility of achieving $2.50/gge (delivered) from distributed natural gas. 4Q, 2010

8 Production Milestone 3: Verify feasibility of achieving $2.00/gge (delivered) from distributed natural gas. 4Q,

2015

9 1.1.1.1 Generator System

10 1.1.1.1.1 Reforming Reactor

11 1.1.1.2 Process Intensification

12 1.1.1.2.1 Shift reactor(s)

13 1.1.1.2.2 Catalysts

14 1.1.1.3 Balance of Plant

15 1.1.1.3.1 Instrumentation and Controls

16 1.1.1.3.2 heat exchangers, blowers, pumps, compressors

17 1.1.1.4 Integrated Reforming Systems

18 1.1.1.4.1 100 kg/day Systems

19 1.1.1.4.2 1,500kg/day Systems

20 1.1.1.5 Advanced Manufacturing

21

22

23

24

25

9/30

9/30

6/30

9/30

6/30

9/30

9/30

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017

Table 2. Partial Example of the Estimated Annual Costs by WBS 

WBS 

Element Title Description Basis of Estimate 

Fuel Cells 

1. Develop membranes that meet all technical targets

1.1 Develop/identify ionomers 

1.1.1 

Reduce cost of raw 

materials 

Develop advanced membrane 

materials that are lower cost 

than Nafion. 

Assumes current level of activity is sufficient to lower 

membrane costs to achieve the 2010 targets. The level 

of activity needs to increase as the 2015 

commercialization decision approaches. 

1.1.2 

Improve conductivity 

over the entire 

temperature and 

humidity range 

Develop advanced membrane 

materials that have improved 

performance, i.e. higher 

conductivity over the full 

operating range of temperature 

and humidity. 

Assumes that some membrane material candidates that 

meet performance over the temperature and humidity 

range of 2015 targets will be needed in 2012 so that they 

can be incorporated into an MEA and stack by 2015. 

Breakthroughs will be needed to meet the lower 

humidification requirements and will require increased 

emphasis in 2009 - 2012. 

1.1.3 

Increase mechanical/ 

chemical/thermal 

stability over the entire 

temperature and 

humidity range 

Develop advanced membrane 

materials that have the 

chemical and mechanical 

strength to operate over the full 

operating range of temperature 

and humidity. 

Assumes that some chemical, mechanical and thermally 

stable membrane material candidates with temperature 

and humidity range of 2015 targets will be needed in 

2012 so that they can be incorporated into an MEA and 

stack by 2015. Breakthroughs will be needed and 

require increased emphasis in 2009 - 2012. 

 Table 1. Partial Example of a WBS Dictionary
2.4 Implementation in CORE

 The SIO’s robust approach to program planning 

ensured that the amount of work to be accomplished, the 

time allotted to accomplish the Program activities, and the 

resources required to complete the work scope were evenly 

balanced. CORE, a computer-assisted systems engineering 

support tool, was used to organize, coordinate, and 

document the baseline development effort by capturing the 

complete set of requirements, tasks, milestones, and 

projects. The CORE model provides the Hydrogen 

Program and its Program Element Managers with the 

necessary requirements traceability to establish a defensible 

basis for budget estimates and technical decisions; it also 

produces a variety of output tables and diagrams, including 

requirement hierarchies, WBS dictionaries, schedules, and 

annual cost estimates. Outputs from the CORE model can 

be made available on-line to all Hydrogen Program

participants. This will ensure that everyone is working to 

the same set of requirements at all times. Outputs from the 

CORE model interact directly with Microsoft Excel and 

Microsoft Project which is the primary tool for displaying 

schedules. 

WBS Dictionary. CORE can produce WBS 

Dictionaries (Table 1) consisting of detailed descriptions of 

each lowest level subtask and the basis-of-estimate for 

determining its annual cost. 

Annual Cost Estimates. CORE can export data from 

the Integrated Baseline to Microsoft Excel and produce

tables containing the annual cost estimates for each 

Program element, task and subtask through FY 2015. Table 

2 is a partial example showing cost data only through FY 

2007. 

Master Schedule. CORE can export data from the 

Integrated Baseline to Microsoft Excel and Project to 

produce Gantt charts (Figure 4) consisting of the start/stop 

dates for every task and subtask, plus their associated 

milestones. 

3 Conclusions 

 Successful satisfaction of the President’s directive and 

the pace at which the transition to a hydrogen economy must 

occur has created a complex systems integration challenge 

for the DOE which is responsible for achieving a level of 

“technology readiness” that will enable the automobile and 

energy companies to opt for commercial availability of fuel 

cell vehicles and hydrogen fuel infrastructure by 2020. To 

meet this challenge the Hydrogen Program is being 

managed in accordance with an approved Integrated 

Baseline that captures all of the requirements imposed upon 

the Program, identifies the barriers to satisfying the 

requirements, the work scope, schedules, and budgets 

necessary to overcome the barriers, the projects that have 

been funded to accomplish the work, and the risks that must 

be managed. Figure 5 illustrates the overall concept. 

.

?

Technical Tasks

Goals

Objectives

Targets

• Production

• Delivery

• Storage

• Fuel Cells

• Safety

• Tech Val

• Codes & Stds

• Education

• Sys Analysis

• Sys Integration

Barriers

• Milestones

• Go/No-Go

• Downselects

• Outputs

•Inputs

MYRD&D Plan WBS Effort

WBS

• Tech Tasks

• Work Scope

• Schedule

• Budget

Scope, Schedule, Budget

Tasks, Schedule, Milestones

Risks

• Technical

Risk Management

WBS

Technical Risks

Risk

Management

WBS

Risks

• Schedule

• Cost

Schedule & Cost Risks

Objectives, Barriers, Targets

Programs

• Organization

• Objectives

• Barriers

• Targets

• Schedule

• Budget

Annual

Progress

Report

Projects

?

Technical Tasks

Goals

Objectives

Targets

• Production

• Delivery

• Storage

• Fuel Cells

• Safety

• Tech Val

• Codes & Stds

• Education

• Sys Analysis

• Sys Integration

Barriers

• Milestones

• Go/No-Go

• Downselects

• Outputs

•Inputs

MYRD&D Plan

?

Technical Tasks

Goals

Objectives

Targets

• Production

• Delivery

• Storage

• Fuel Cells

• Safety

• Tech Val

• Codes & Stds

• Education

• Sys Analysis

• Sys Integration

Barriers

• Milestones

• Go/No-Go

• Downselects

• Outputs

•Inputs

MYRD&D Plan WBS Effort

WBS

• Tech Tasks

• Work Scope

• Schedule

• Budget

Scope, Schedule, Budget

Tasks, Schedule, Milestones

WBS Effort

WBS

• Tech Tasks

• Work Scope

• Schedule

• Budget

Scope, Schedule, Budget

Tasks, Schedule, Milestones

Risks

• Technical

Risk Management

WBS

Technical Risks Risks

• Technical

Risk Management

WBS

Technical Risks

Risk

Management

WBS

Risks

• Schedule

• Cost

Schedule & Cost Risks

Risk

Management

WBS

Risks

• Schedule

• Cost

Schedule & Cost Risks

Objectives, Barriers, Targets

Programs

• Organization

• Objectives

• Barriers

• Targets

• Schedule

• Budget

Annual

Progress

Report

Projects

Objectives, Barriers, Targets

Programs

• Organization

• Objectives

• Barriers

• Targets

• Schedule

• Budget

Annual

Progress

Report

Projects

Figure 5. The Integrated Baseline Concept for the Hydrogen Program

6
References 

[1] 2003 State of the Union Address. Washington, D.C., 

The White House, January 28, 2003 

[2] Hydrogen, Fuel Cells & Infrastructure Technologies 

Program: Multi-Year Research, Development and 

Demonstration (MYRD&D) Plan. Washington, D.C.: U.S. 

Department of Energy, January 2005 

[3] National Energy Policy. Report of the National 

Energy Policy Development Group, May 2001 

[4] A National Vision of America’s Transition to a 

Hydrogen Economy – to 2030 and Beyond. Washington, 

D.C.: U.S. Department of Energy, February 2002 

[5] National Hydrogen Energy Roadmap. Washington, 

D.C.: U.S. Department of Energy, November 2002 

[6] President’s Hydrogen Fuel Initiative. Washington, 

D.C., The White House, January 2003 

[7] Energy Policy Act of 2005, Pub.L. 109-58. 

Washington, D.C.: U.S. Congress, August 2005 

[8] Advanced Energy Initiative. Washington, D.C., The 

White House, January 2006 

[9] Partnership Plan. FreedomCAR and Fuel 

Partnership. Washington, D.C.: U.S. Department of 

Energy, March 2006 

[10] U.S. Department of Energy Strategic Plan. 

Washington, D.C.: U.S. Department of Energy, November 

2006 

[11] Program and Project Management for the 

Acquisition of Capital Assets, DOE Order 413.3: 

Washington, D.C.: U.S. Department of Energy, January 3, 

2005 

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Systems Integration and the Department of Energy's Hydrogen 

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This paper discusses how the Systems Integration Office assists the Department of Energy's Hydrogen Program by 

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