Setting ITER on the right course for success•china eu india japan korea russia usa

Action plan 2015
proposed by Bernard Bigot, NDG
Extraordinary ITER Council
Paris - March 5, 2015

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Facing present ITER challenges• It is urgent to establish a stable ITER baseline and its associatedoptimized resource loaded schedule necessary for a timely costeffective start of D-T plasmas.
• This schedule must be elaborated and endorsed by all thestakeholders (ITER Members, IO-CT, IO-DAs and suppliers) who
should feel fully and jointly committed to its implementation.
• Bold changes in the whole ITER organization and management must
be introduced now to meet these challenges. They rely on:
The decisions to be taken by this IC as requested in the action plan
Active support by the members for their full implementation• The first deliverables from such changes would enable the IO-DG toestablish the new baseline (scope, schedule, cost) before the end of
the current year and to set ITER on the right course for their timely
realization in the next years.
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An action plan in 7 points
1. The DG is given full authority to take all technical decisions for the bestinterest of the project; he will benefit from:
2. A overall simplified Project-oriented organization characterized by aprofound integration of the DAs and the CT for all decisions on technicalmatters of the Project;
3. An Executive Project Board (EPB) empowered to take the needed
decisions in due time for an effective global project management;
4. A cost effective “Central” Reserve Fund under his control to cover specificoperations for the best interest of the project decided by the EPB;
5. Tight coordination of the activities of CT and DA staff jointly in charge ofspecific equipment or tasks through the creation of Project Teams;
6. Implementation within the entire organization (CT+DAs) of powerfulcoordinated tools for establishing a nuclear project culture fulfilling thebest world standards;
7. New staff regulations for an improved efficiency and cost effectiveness.
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Point 1: A DG with full technical authority• A DG sharing with the Council the responsibility for the ITER
success will:– Implement the baseline for the best interest of the project.
– Be the highest authority for taking technical decisions on duetime (see EPB);– Be the CEO of the Central Team (CT) and the nuclear operator
under French law• He will be consulted before key decisions within the DAs; either
technical or structural, e.g. choice of DA heads who should be loyal
to his decisions.
• A standing group of technical expert members of the IC (“ICSupport Board” : CPWG evolution ? ) would greatly help the IC in
its role of a governing board taking timely decisions on mattersbeyond the DG’s remit.
4Point 2: Project-oriented organization with a profound DA/CT integration

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Point 3: An Executive Project Board taking decisions in due time
for an effective global project management• The EPB includes the DG (chair), the DDGs and the DA
Heads (meets at least once a month) The DG takes the decisions aftergetting the advice from the EPB.
• Mission:– It contributes to a shared vision of the progress of the entire
project and elaborates a long term vision of its needs;– It coordinates the whole project, creates and supervises the ProjectTeams;– It makes collectively binding decisions including proposals which
need to be submitted to the IC;– It advises the DG for the best use of the Reserve fund;– It trouble shoots technical conflicts;– It refreshes the project schedule as often as necessary.
6Point 4: The “Central” Reserve Fund

• The Reserve Fund, under the control of the DG, covers
specific operations not included in the PA and decided
by the EPB.
– In particular, PCRs identified for the best interest of theproject.

• The DG will report annually to the IC on the use of thefund in the past year.
• The Fund will be financed through contributions of all
stakeholders according to their share during theconstruction phase.

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Point 5: Coordination of the CT and DA activities• Creation of new Project Teams by the EPB:
– Providing a tight and integrated coordination of theactivities of the CT and DA’s staff in charge of a commonequipment or task
• Avoiding the endless loops in taking decisions involving several
interveners– With nomination of a most competent PL leader receiving adelegated domain of authority/resources and reporting only
to the EPB for his domain of authority.
– Establishing a team from members of the CT and DA’sstaff , or other, to be located at the most efficient place– With joint CT-DA’s direct access to the suppliers.

8IO - CT Organization Chart – 03/03/2015

ITER Council

IC Secretariat

Legal Affairs

DG and DDG level
Department level

IO
Executive Project
Board DG, DAHeads

IO-CT+IO-DA’sFinance &Procurement

HumanResources

Finance & Budget
Procurements
contracts

Incl. accounting
document control

DG
Quality Assurance& Assessment

RCO/DDG2Internal audit

Project

Central Integration

Control Office
CT + DA
Baseline and earned value
Control of schedule, costs &risks

CAD coordination

Engineering
Plant

ElectricalEngineering

Power supplies

Vacuum vessel,Ports, Thermal
shield, VVPSS andcryostat

VesselPlant
Engineering

Cooling, Plant system
integration

Fuel Cycle
Engineering

Fuelling & wall conditioning
systems, Tritium plant andvacuum systems

RH, Rad. Mat.,
Dismantling &Radwaste Mgt

Remote handling,
Maintenance, Dismantling,
Rad. Materials & Waste

Port Plug &Diagnostics
Integration

Port Plugs & diag
Integration

Heating &EC, IC, LH and
NBI Current Drive
Tritium breedingblankets, New TBM & New Tech.
tech. development

Buildingand Civil Work

Building, Infrastructure,Site-modification and crane &heavy lift management, Permit toworkSafety

Security,
Health & Safety

Plant security, Staff
health and safety

Nuclear Safety &Reg. Affairs

Interfaces with ASN,
Regulatory requirements,
interpretation and flowdown

ScienceConstruction

MagnetIn Vessel

Design control,
Systems engineering,
Configuration
management,
Documentation, IT

Engineering services,

Conductors,
CS,TF,PF,
Cryogenics

Blanket,Divertor

OfficeCT + DAIn tight coordination withEngineering andConstruction

Engineering
TokamakCommunication

Cabinet

COO/DDG1& Operations

Assembly

Tokamak assembly, Plant
construction, Piping & cabling

SciencePhysics, Modelling,
Simulations, ITPAs,
Diag. requirementsMaterials andLogistics

Material/Items and storage
control, On-site configuration
management

Control System

CODAC,Overall I&C,
Simulator

Field Quality
ControlOn-site testing, Inspection andintegration, Testing incl.

Operation

Commissioningand pre-operation

Integrated machine commissioning,
Pre-operation, Testing/Inspection

Management

Planning ofoperations andmaintenance,
Operator training

IO - CT Organization Chart –Legal Affairs

30/03/2015

IC Secretariat

ITER Council

CabinetCommunication

DG and DDG level
Department level
IO-CT+IODA’s PT’s

Finance &Procurement

HumanResources

Finance &Budget

COO/DDG1
Quality Assurance& Assessment

Baseline
control &analysis;
Earn valueIncl.
accounting

Procurements
contracts

In tight coordination withEngineering andConstruction

TokamakEngineering

Project

Central Integration

Control Office
CT + DA

OfficeCT + DA

Schedule control &Project management

Configuration
Management

Resource control &Performance
management

Analysis

Plant
Engineering

Vacuum vessel, Ports,
Thermal shield,
VVPSS and Cryostat,
ELM & VS Coils

VesselCooling
Systems
Engineering

Cooling, Plant system
integration, Cryogenics

Fuel Cycle
Engineering

Fuelling & wallconditioning systems,
Tritium plant and vacuumsystems, Cryogenics

RemoteHandling &Radioactive
materials

Remote handling,
Maintenance,
Dismantling,
Rad. Materials & waste

Port Plugs & Diag.
Integration

EC, IC,and NBI

Heating &Current Drive

Building
and Civil Works

Design Integration
Design Office

Power supplies

Building, Infrastructure,Site-modification and crane &heavy lift management,

SafetySecurity,
Health & Safety

Plant security, Staff
health and safety

Environmental
Protection &Nuclear Safety

Interfaces with ASN,
Regulatory requirements,
interpretation andachievements.
Safety analysis validation.
Environmental ProtectionScienceConstruction

ElectricalEngineering

Port Plug &Diagnostics
Integration

Design integration
Systems engineering,Configuration
management,
Documentation, ITIT

MagnetInternal
Components

Office of External
Relations & AP
Implementation

RCO/DDG2Conductors,
CS,TF, PF, CC,Feeders

Blanket, Divertor,
TB Systems

Internal audit

DG

IO Executive
Project Board DG,DDGs, DA Heads& Operations

Tokamak
Assembly

Tokamak Assembly,Assembly tools.

Facilities,Logistics &Materials

Material Management. Storage,Logistics. On Site Management

Plant
Installation

Mechanical Installation,
Electrical Installation Piping &Cabling, Permit to work

Construction
Management

Contract Management;
Planning & Procedures
Site superintendentScience

Physics, Modelling,
Simulations, ITPAs,
Diag. requirements

Control System

CODAC,Overall I&C,
Simulator

Operation
Management

Planning ofoperations andmaintenance,
Operator training,
Reliability
Availability
Maintainability
Inspectability

Point 6: Focused Coordinating organization (2)• The DG and DDGs are the only senior staff in the Projectappointed by IC– All other CT posts are appointed or dismissed by DG• Emphasis is put on strong central integration offices withactive participation of DAs– Building powerful units (CT+DAs) for system integration andestablishing a project-wide culture including the essentialnuclear culture (best world standards);• Four departments are dedicated to technological andscientific activities– They will include specialists liaising with the Central
Integration Office and Safety Department
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Point 7: New staff regulations• Human resources need to be organized for improved
efficiency and cost effectiveness:– Recruitment is primarily based on demonstrated professional
excellence while taking care of the international character of the IO;- Advertising positions in the CT could be done directly in specialized
media while the Members are always request to provide candidates;– Staff should have the possibility to get contract shorter than 5 years orto keep their posts more than 5 years.
– A scheme will be designed for improving the mobility between DAs
and IO-CT (both ways);– The DG is authorized to transfer or reassign CT staff to anotherposition at same level of responsibility within CT when required by theProject;– The present cap on the CT staff could be increased in such a way weavoid the necessity of contracting on key positions.
12Transition phase• The objective for the transition phase is to put in place the neworganization ASAP without disrupting on going critical work 
to be completed within this year with the following steps:– To meet as many CT & DA staff for acquaintance with theorganization and to review their competencies and adaptability;- To launch procedures for hiring staff for key positions, in orderto establish ASAP the 9 departments with interim heads;– To hold EPB meetings rapidly, review PTs, establish new ones;– To build strong PCO and the CIO units from CT/DA staff withassigned priority for establishing a resource loaded schedule on anew baseline.
– To formalize and implement new procedures with priorities on thecentral fund system, HR issues, transverse integration anddecreasing bureaucracy.

Planning and scheduling• The AWP2014 and 2015 show very little progress on thesince April 2014!
• To redress this situation we will need:– To build a strong Project Control Office with CT/DA staff– To revisit the baseline with emphasis on optimizing the path tothe D/T phase– To create PTs on super-critical items and evaluate the possible
transfer of responsibility of some of these items. Made ofintegrated DA/CT staff, the PT should have delegated authority
and joint access to the suppliers– To create as a priority a PT in charge of establishing andcontrolling a central resource loaded schedule.

Final remarks• The bold measures submitted today for IC approval aim at
a profound integration of the various parts of the ITER
organization. They are deemed essential for ending thesliding delays and associated cost overrun occurring in
the present system.
• The transition period will be challenging but should
produce in time for the November 2015 Council Meetingthe first results of a structured attempt to a new baseline
definition with its associated a resource loaded schedule.
• It is proposed to report at the June 2015 Council Meetingon the progress (progress report) on this implementationand on the methods put in place.

Extraordinary Meeting of the ITER Council(Paris, 5 March 2015)….
Appointment of the Director-General• The ITER Council:• Appointed Mr Bernard BIGOT as Director-General (DG) of the ITER
Organization succeeding Mr Osamu MOTOJIMA;• …..
Draft Action Plan (Outline) proposed by the Nominee Director-General• The ITER Council endorsed the Action Plan subject to further details andadjustments that the DG agreed to provide and consider.
• Specifically the ITER Council:• Accepted the DG’s commitment to provide the Council with a progress
report at IC-16 on the work related to the project schedule with the aim toarrive at the definite resource loaded schedule by the November 2015
Council meeting (IC-17);16

Extraordinary Meeting of the ITER Council(Paris, 5 March 2015)….
Draft Action Plan (Outline) proposed by the Nominee Director-General• Specifically the ITER Council: …
• Endorsed the transition plan presented by the DG to put in place the neworganization as soon as possible for establishing a resource loaded
schedule and the new baseline, and to formalize and implement newprocedures with priorities on the Reserve Fund, Human Resources,Project Teams, the Executive Project Board, transverse integration, anddecreasing bureaucracy;• Agreed on the establishment of the Reserve Fund, combining the IO
Reserve, “ADI and Cost Risks not yet included in the Baseline” as well as
the Additional Resources;17

Extraordinary Meeting of the ITER Council(Paris, 5 March 2015)….
Draft Action Plan (Outline) proposed by the Nominee Director-General• Specifically the ITER Council: …
• Agreed that the DG shall use his authority to draw from the Reserve Fundto cover specific operations that he judges to be in the best interests ofthe project and that are in accordance with the Council-approved budgetsof the ITER Organization. The DG will provide reports at each Council
meeting on expenditures from the Fund since the prior IC meeting and on
anticipated future expenditures;• Requested the DG to define additional details including the conceptualbasis for determining annual amount and provide the Draft Terms ofReference regarding the use of the Reserve Fund to the ITER Council forapproval within one month, and concurrently with the development of thelong-term schedule, to provide the funding profile and anticipated future
expenditures;18Extraordinary Meeting of the ITER Council(Paris, 5 March 2015)….
Draft Action Plan (Outline) proposed by the Nominee Director-General• Specifically the ITER Council: …
• Agreed that the establishment of the Reserve Fund would supersede theGuidelines for Evaluating ADI Credit (“MAC-10 Guidelines”) endorsed bythe ITER Council at IC-8;• Approved the IO-CT/DA integrated approach proposed by the DG;• Approved the ITER Organization Central Team (IO-CT) organization
proposed by the DG, subject to further clarification and adjustment. TheIC agreed that the DG’s designation of two senior staff positions (the twoDeputy Directors-General) requires Council approval for appointment andchange, as stipulated by the ITER Agreement;

19Extraordinary Meeting of the ITER Council(Paris, 5 March 2015)….
Draft Action Plan (Outline) proposed by the Nominee Director-General• Specifically the ITER Council: ….
• Requested the DG to develop a comprehensive staffing plan for the ITER
Organization, based on the full assessment of the existing staff members
against the human resources profile required in the future, and reflecting
most optimal use of the IO direct employment, secondment, staff loan
from DAs, contractors, etc;

• Encouraged the DG to utilize the flexibility already granted in the StaffRegulations, such as an employment contract with different durations
than five years;

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