# Presentation: 555198

- Martin Cooper, Los Alamos
- Co-spokesperson for the EDM Project
- for presentation to
- The EDM Collaboration
- Raleigh, NC
- March 3, 2006

- Collaboration Business

## Outline

- News from DOE and NSF
- Short-term expectations from subsystem managers
- Selection of additional members of the integrated project team
- Selection of the subsystem managers
- Elements of the conceptual design report (CDR)
- Elements of the preliminary project execution plan (PPEP)
- “Project plan” for CD-1
- Technical design part of the CDR
- CDR writing assignments
- Guidelines for improving the work breakdown structure (WBS)
- WBS development responsibilities
- The interplay between CD-1 and R&D
- Deciding the approximate date of CD-1
- Other assignments
- Scheduling collaboration and other meetings from now until CD-1

## Accomplishments

- Fill in important vacant positions on the integrated project team
- Define the subsystems
- Select the subsystem managers where possible
- Gain consensus on the CD schedule tempered by project risk
- Get advice on the funding profile
- Get agreement by the subsystem managers on providing the
-   WBS and technical parts of the CDR as defined later
- Get some other help in producing the CDR

## News from DOE

## Telephone

**CD-1 Priorities**
- Funding Profile – 1 week due date
- Federal Project Director – Eugene Colton
- Gantt Chart for CD-1 – In progress

## Oak Ridge Visit

- The UCN beam line building of the FNPB is likely to be increased in size
- Exercise – Evaluate the consequences of trying to match the given profile and get a CD schedule
- What are CD-2 or preliminary design drawings?
- Obtain a copy of the FNPB preliminary design drawings
- Jan says there is no problem producing such drawings for EDM in a year

## The Exercise

- Put in CD-0, CD-1, CD-2a, CD-2b, CD-3a, CD-3b, CD-4 as milestones.
- Break the “Design” step into P-Design for 30% of cost & time as and F-Design for 70%
- Put in all the predecessors and dependencies to the CDs
- Release the requirement on up-front funding for capital equipment
- Slide the CDs around to fit DOE’s FY’07 and FY’08 budget recommendations
- Note the lead time requirements build a spike in FY’09 and a stretch out due to long lead-time procurements

## Funding Profile

## Exercise CD Schedule

- Dates
- CD1 - Q4, 2006
- CD2 - Q4, 2007
- CD3 - Q4, 2008
- CD4 > Q4, 2012
- Project is delayed 1 year
- Project Office
- ~$500k/year
- Total now ~$17,600

## DOE Headquarters Visit

- Exercise allocation of >$7 M is not possible in 2009
- LANL has a poor project management record
- LANL must keep the cost of the project office down
- Jehanne built in a $1300K cushion - do not eat into that yet
- I do not have the resolution to know about changes at the few hundred k level.  Then what about $1 M shifts in fiscal years.  Only FY’07 is inflexible at $1.3 M
- Do you want to delay CD-1 by a year or so and use project funds for more R&D to reduce the risk
- Answers before the retreat in two weeks
- Keep the CDR short
- NSF participation is crucial

## Short-term Expectations for Subsystem Managers

- Short term means from now until the CD-1 review
- A technical description of the subsystem for the CDR
- An improved WBS and WBS dictionary
- Identification of facilities
- A “fast start” meeting
- Presentation at a CD-1 rehearsal/vetting
- Presentation at the CD-1 review
- Recruitment of work package leaders
- Reports at collaboration meetings
- Reports

## Coffee Break

- Enjoy!

## Selection of the Integrated Project Team

## Organization Chart

## Integrated Project Team

| DOE Federal Project Director (Chair) | Eugene Colton |
| --- | --- |
| DOE Site Contracting Officer | TBD |
| DOE Program Manager for EDM | Jehanne Simon-Gillo |
| DOE Science Program Manager | Gene Henry |
| NSF Program Manager | Brad Keister |
| LANL Contract Project Manager | Martin Cooper |
| LANL Deputy Contract Project Manager | John Tapia |
| LANL Project Controls | Joe Onstott |
| LANL Procurement Operations Manager | TBD |
| LANL Chief Engineer | Jan Boissevain |
| LANL ESSH Lead | P-25 Safety Officer |
| Technical Coordinator | Paul Huffman |
| ORNL Operations Manager | Vince Cianciolo (Acting) |

## Selection of the Subsystem Managers

## A Team Approach

- People at many institutions have expertise
- Even if another institution has responsibility, they need to take advice from those with expertise
- To insure that all expertise is brought to bear on work, there will be internal reviews as the work goes forward, e.g.
- Preliminary design reviews
- Final design reviews
- Reviews of acceptance tests

## WBS Subsystem Managers

| Neutron Beam Line and Shielding | TBD (WK) |
| --- | --- |
| Cryostats, Refrigerators, and Related Equipment | Paul Huffman |
| 3He Systems: Atomic Beam Source, Storage Volume, Purifier, Valves, and Transfer volumes | Steve Williamson |
| Magnets and Magnetic Shielding | Brad Filippone |
| High Voltage, Measuring Cells, Light System, SQUIDs | Takeyasu Ito |
| Electronics, Computers, Slow Controls, Simulations, Data Analysis | TBD (CM) |
| Conventional Construction | Walt Sondheim |

## CD-1

## CD-1 Documents

- Gamma Ray Energy Tracking In-beam Nuclear Array 				(GRETINA)
- Conceptual Design Report (73)
- Preliminary Project Execution Plan (35)
- Risk Management Plan (11)
- Acquisition Strategy (12)
- Activity Hazard Document (23)
- Full WBS and WBS Dictionary as support documents
- Background risk descriptions as support documents
- Conceptual drawings as support documents

## Conceptual Design Report

- 1. Introduction (1)
- 2. Background (2)
- 3. Functional Requirements and Performance (3)
- 4. Technical Design (overview plus 6 subsystems) (34)
- 5. Cost and Schedule (overview plus 6 subsystems) (10)
- 6. Resources (1)
- Appendix A: A technical issue (1)
- Appendix B: Proposed acceptance tests (1)
- Appendix C: Cost Estimate Table (17)

## Preliminary Project Execution Plan

- 1. Introduction (1)
- 2. Mission Need (1)
- 3. Functional Requirements (2)
- 4. Technical Scope (6 subsystems plus alternative analysis) (2)
- 5. Management Organization (5)
- 6. Schedule and Cost Scope (7)
- 7. Change Control (2)
- 8. Analysis, Assessments, and Plans (2)
- 9. Project Controls and Reporting Systems (1)
- 10. Participation of Other Institutions (1)
- Appendix A: WBS Dictionary (4)

## Risk Management Plan 

- 1. Introduction  (1/2)
- 2. Responsibilities (1-1/2)
- 3. Risk Management Plan
- 3.1 Risk Assessment (1/3)
- 3.1.1 Risk Identification (1/3)
- 3.1.2 Risk Analysis (1/3)
- 3.2 Risk Handling (1)
- 3.3 Risk Monitoring (1/3)
- 4. Contingency Allowance and Schedule Float (1/3)
- 5. Risk Registry (1)
- 6. References (1/10)

## Acquisition Strategy

- 1. Desired Outcome and Requirements Definition (1)
- 2. Cost and Schedule Range (3)
- 3. Major Applicable Conditions (1/2)
- 4. Risk and Alternatives (Technical, Location, and Acquisition Approach) (2)
- 5. Business and Acquisition Approach (1)
- 6. Management Structure and Approach (3)

## Activity Hazard Document

- 1. Introduction (1)
- 2. Approach (1)
- 3. Hazard Analysis (1)
- 3.1 Hazard Analysis Form
- 3.2 Periodic Activity Hazard Review
- Appendix – Activity Hazard Forms (6)

## Lunch

- Enjoy!

## “Project Plan” for CD-1

## CD-1 Project Plan Part 1

**CD-1 Project Plan Part 1**

## CD-1 Project Plan Part 2

## CD-1 Project Plan Part 3

## Technical Design Part of the CDR

- Keep it short

## CDR Writing Assignments

- CDR
- CDR Editor – Martin Cooper
- CDR Assistant Editor - ?
- Technical Subsections – Subsystem managers
- PPEP
- PPEP Editor – John Tapia
- PPEP Assistant Editor – Joe Onstott
- Risk Management Plan – Eugene Colton
- Acquisition Strategy – John Tapia
- Activity Hazard Document – Eugene Colton
- Full WBS and WBS Dictionary
- Developers – Subsytem managers
- Editor – Joe Onstott
- Background risk descriptions – Martin Cooper
- Conceptual drawings – Jan Boissevain

## Guidelines for Improving the WBS

- Take it to the next level!

## Project Management Tools

- Microsoft Project is the official program of the collaboration
- Subsystem managers should buy Microsoft Project
- Work Package managers may need Microsoft Project
- Joe Onstott may translate input from subsystem managers into PRIMAVERA if needed, but his communications to the collaboration will be through Microsoft Project

## Modifications to the WBS

- The management team will rework the structure of the WBS to create some “permanent” set of level 1 tasks
- Use of “lag” for schedule contingency (float)??
- Avoid unnecessarily early milestones?

## Resource Loading

- The subsystem managers will be responsible for identifying the required staffing
- Identification will be by 10 * (level 1 WBS number) + number of type of person
- Example - 3He Spin-Holding Coil
- Physicist 61 – Any of faculty/staff, postdoc, or student
- Engineer 61
- Technician 61
- Technician 62
- A map will be made later to connect names with numbers
- Overloaded names or blanks will show the shortfall

## Restructuring and Splitting Tasks

- Some tasks have become vestigial as project has developed and should be eliminated
- Some new tasks will need to be added
- Example of creating the next level
- 3He Spin-Holding Coil 	3He Spin Coil Support Structure
-    			3He Spin Coil Windings

## Design

- Design 	Developmental Tests
-  		Preliminary Design
-  		Final Design
-  		Drawing Production

## Procurement

- Procurement 	Write specifications
-  			Identify and qualify vendors
-  			Place order
-  			Vendor performs
-  			Acceptance tests
- Procurement 	Technique development
-  			Acquire supplies
-  			Construct
-  			Test components

## Install

- Install 	Pre-fit subassemblies
-  		In-field modifications
-  		Assemble the device
-  		Test the device
-  		More in-field modifications
-  		Final acceptance test

## Integration and Commissioning

- This WBS level 1 task needs to be fleshed out in more detail by the technical coordinator and the operations manager

## Identify Milestones

- Milestones need to be identified throughout the project to monitor progress
- The project office will identify the high level milestones

## Cost and Schedule Methodology

- To be worked out by the project office with concurrence of the subsystem managers
- The FNPB template will be used
- The FNPB contingency calculation will be used

## WBS Development Responsibilities 

- Oversight and coordination will be by the project office
- The WBS subsystems are the responsibility of the subsystem managers
- The subsystem managers should identify work package leaders where possible
- The work package leaders should provide input to the subsystem managers on the WBS

## CD Schedule

## Interplay between CD-1 and R&D

- CD-1 does not require all R&D to be completed
- CD-2 requires all R&D to be completed and a fixed baseline established
- CD-1 requires a risk analysis
- The collaboration must decide what level of risk it wishes to put forward for review
- DOE asks, “Would you like to delay CD-1 and use project money to complete more R&D in FY’07 to reduce the risk?  However, the TPC cannot grow.”

## R&D Priorities

- Highest Priority
- 3He relaxation time from T = 0.5-4.0 K at the proper concentration, including a SQUID NMR signal
- Neutron storage time at ~4 K in a cell coated with deuterated polystyrene
- Light collection design with the expectation of ~40 photoelectrons
- Reliable valves
- Understanding the geometric phase systematic error
- 4He dielectric strength at low pressures or for a presurized superfluid
- Moderate priority
- Surface HV breakdown of acrylic and the Kerr effect
- 3He evaporator
- 3He injector volume test
- Beamline and measurement cell neutronics Monte Carlo
- Quite Useful
- Magnet development
- Atomic magnetometers
- Laser induced flourescence

## CD Schedule

- Proposed CD schedule (There is a lot of float in CD4 date):

|  | Funding Profile |
| --- | --- |
| CD-0  Approve Mission Need | Q1 2006 |
| CD-1 Approve Preliminary Baseline Range  | Q4 2006  |
| CD-2  Approve Performance Baseline Range | Q4 2007 |
| CD-3 Approve Start of Construction | Q1 2008 |
| CD-4  Approve Start of Operations | Q4 2013 |

## Deciding the Approximate Date of CD-1 

- I am of two minds
- Do not lose momentum and keep as much construction money as possible
- Reduce the risk by further R&D
- John Tapia thinks we should delay CD-2 by an extra quarter
- We can tailor CD-2 and CD-3
- How does this decision interact with the funding profile?
- What change to the funding profile to we recommend up to $1 M?

## Funding Profile

## Funding Profile

| Fiscal Year | Coolaboration
Funding Profile | DOE Funding
Profile |
| --- | --- | --- |
| FY07 | 2,400 | 1,300 |
| FY08 | 6,800 | 3,500 |
| FY09 | 5,000 | 4,450 |
| FY10 | 2,200 | 5,000 |
| FY11 |   800 | 3,000 |
| FY12 |       0 | 1,050 |
| Estimated total
project costs: | 17,200 | 18,300 |

## Coffee Break

- Enjoy!

## Other Assignments

## Work hard on the R&D

- The R&D is the only way we can reduce the risk
- It needs to be finished ASAP

## Get the NSF to fund EDM

- Martin Cooper, Brad Filippone, Doug Beck, Ricardo Alarcon, Dima Budker (possibly Lee Roberts, IUCF, ...) need to convince the NSF to support EDM in a major way
- May need to convince the NSF that the neutron EDM is sufficiently more exciting than atomic EDM experiments
- Possible briefing of the head of the Physics Division at the NSF
- Need to create a nice package for the NSF

## Assistant CDR Editor

- For the pre-proposal, Peter Barnes and Martin Cooper worked closely
- For the cost and schedule review, Peter Barnes and Vince Cianciolo played major roles
- Please volunteer

## The Next Collaboration Meetings

- Subsystem managers fast start
- At ORNL
- At LANL tied to the CD-1 rehearsal
- At LANL tied to the CD-1 review?