# Presentation: 355317

## Spallation Neutron Source

**SNS – Key Lessons Learned **
**Les Price**
**OECM Workshop**
**November, 2006**

## Spallation Neutron Source

**World’s most powerful neutron science facility ****(****x 10****)**
**User Facility:  ~2000 guest scientists per year (by ~2012)**
**Pulsed proton beam from Linac/Ring creates neutrons by spallation reaction with a heavy metal target**
**Partnership of 6 laboratories under direction of SNS Project Office in Oak Ridge**
**     **_**Level 0  Baseline Objectives                       **_
**1 Mw proton beam on target..........*****Exceeded***
**Completion in June 2006...............*****May 2006***
**Total Project Cost = $1,411.7M......~*****$5 M under***

## Spallation Neutron Source Partnership

## SNS site - 1999

## SNS complete - May 2006

## SC Project Management Principles 

**Strong laboratory management team**
- Partnership with DOE
- Technically qualified for the project
- Highly motivated as the future user
- Strong institutional support
*With authority to make decisions!*
**Shared vision between DOE and lab**
- What is to be built and why
- Realistic cost and schedule baselines
**Emphasis from the beginning on a rigorous safety culture**
**Regular, disciplined peer review process on all aspects of project, i.e. Lehman reviews**** ****and Advisory Committees**
- Incorporates lessons learned from other projects
- “Peer pressure” is strong motivator
- Reflects SC lab sense of “family”
- Tool for managing risks and vulnerabilities

##    Not a PMBOK Project

**Typical Construction Project:*** ****“Build ***_***This***_***”***
**Well defined and bounded scope, i.e. *****“design to scope”***
**CDR is basis for Level 0 baseline and detailed design**
**Little/no R&D or operations in project scope (TEC~TPC)**
**Limited interest by program organization in project execution**
**Project organization goes away after completion**

## Science Projects – “Most Bang for the Buck”

*** *****Meet essential requirements, then maximize science capability **_**within**_** **_**TPC and schedule**_**, i.e. *****“modified design to cost”***
**CDR establishes reasonableness of Level 0 baseline; point of departure for further optimization; benchmark for success**
**R&D and operations (commissioning) are important drivers**
**SC and science community involved throughout project**
**Decisions driven by long term vision; expect future upgrades**
**Project organization evolves into operating organization**

## Other Key Lessons Learned 

**Mission Need and Strong Program Support were Critical **
- High cost projects will always be challenged
- Science community support of SNS never wavered
- Political support never wavered
- DOE-SC support never wavered
**Lab Management Team Must Have Project Mentality**
- Appropriate experience for the job
- Success in building the mission need doesn’t ensure success in execution
- A new execution team will revisit concepts and planning

## Other Key Lessons Learned ...con’t

**Managing Project Execution is not Rocket Science**
- Mostly Project Management 101
- Plan carefully, build a strong team, anticipate problems, manage changes proactively, stay on top of the details,....
- Keep your eye on the ball (EAC, risk)
- Use the tools of the trade...*with judgment*
- Drive schedule, Drive schedule, Drive schedule
**Multilab Partnerships Add Another Dimension **
- Lead Laboratory must have clout
- Management at each lab must make commitment and accept institutional ownership and accountability
- Lead Laboratory must have the technical expertise to be strong systems integrator
- Start-up and roll-off are critical times

## Other Key Lessons Learned – con’t

**Planning for operations and commissioning/pre-operations should take place early**
- Needed to establish cost estimates within TPC
- Needed to communicate “vision” and recruit staff
**Long-range upgrade strategy should be established between DOE and Lab **
- Enough detail to guide design decisions
- Facilitate future scope enhancements