Project Execution Planfor theU.S. CONTRIBUTIONS TO ITERSUBPROJECT-1(US ITER SP-1)
Project Number: 14-SC-60
at
Oak Ridge National Laboratory

Office of Fusion Energy Sciences
Office of Science
U.S. Department of Energy
January 2017

Project Execution Plan US ITER Subproject-1
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Table of Contents
Signature Page .......................................................................................................................iii
Acronym List .........................................................................................................................vi
1.0
INTRODUCTION.....................................................................................................1
2.0
TAILORING OF THE SP-1 PROJECT EXECUTION STRATEGY ................2
3.0
SUBPROJECT BASELINE .....................................................................................3
3.1
Scope ...........................................................................................................................4
3.2
Cost .............................................................................................................................6
3.3
Schedule ......................................................................................................................7
3.4
Work Breakdown Structure (WBS) ............................................................................8
3.5
Funding Profile ...........................................................................................................9
4.0
BASELINE MANAGEMENT .................................................................................10
4.1
Change Management ..................................................................................................10
4.2 Performance Measurement ..........................................................................................11
4.3 Contingency Management ...........................................................................................11
4.4 Estimate at Completion (EAC)....................................................................................12
5.0
PROJECT MANAGEMENT/OVERSIGHT .........................................................12
5.1 Risk Management ........................................................................................................12
5.2 Transition to Operations ..............................................................................................13
5.3 Subproject Closeout ....................................................................................................13

Appendix
Appendix A. Baseline Schedule Milestones at Levels 1 and 2 ............................................A-1

List of Figures
Figure 1. SP-1 Summary Schedule ......................................................................................... 7

List of Tables
Table 1. SP-1 Scope Description ............................................................................................ 5
Table 2. SP-1 Cost Breakdown at WBS Level 3 .................................................................... 6
Table 3. Schedule of Critical Decisions for SP-1 ................................................................... 8
Table 4. SP-1 WBS ................................................................................................................. 9
Table 5. Baseline Annual Budget Authority Funding Profile for SP-1 (in $M) ..................... 9
Table 6. SP-1 Project Change Control Thresholds ............................................................... 11v

Project Execution Plan US ITER Subproject-1
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Acronym List
BA
BAC
CD
DA
DOE
EAC
EVMS
FES
FP
FPD
FY
I&C
IO
JIA

MR
MW
OPC
ORNL
PA
PCR
PEP
PME
R&D
RMP
S-2
SC
SC-1
SP
TEC
TPC
U.S.
US ITER
USIPO
UT-Battelle, LLC
WBS

Budget Authority
budget at completion
Critical Decision
Domestic Agency
Department of Energy
estimate at completion
Earned Value Management System
Fusion Energy Sciences
First PlasmaFederal Project Director
fiscal year
Instrumentation and Controls
ITER Organization
Joint Implementation Agreement [Agreement on the Establishment of the
Fusion Energy Organization for the Joint Implementation of the ITER
Project]
Management Reserve
megawatt
Other Project Costs
Oak Ridge National Laboratory
Procurement Arrangement
Project Change Request
Project Execution Plan
Project Management Executive
Research and Development
Risk Management Plan
Deputy Secretary of Energy
Office of Science (DOE)
Director of the Office of Science
Subproject
Total Estimated Cost
Total Project Cost
United States
U.S. Contributions to ITER
US ITER Project Office
University of Tennessee – Battelle, Limited Liability Corporation
work breakdown structureviProject Execution Plan US ITER Subproject-1
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1.0

INTRODUCTION

The primary reference document for the background, mission need, alternatives analysis, life
cycle cost, organizational structure (including Integrated Project Team), and the acquisition andmanagement approaches for the entire United States (U.S.) Contributions to ITER (US ITER)
Project is its Project Execution Plan (PEP). This PEP pertains solely to Subproject-1 (SP-1) 1
and it is subordinate to the US ITER Project PEP. The latter document specifies the
management and project execution processes that are used to ensure that SP-1 scope iscompleted on time and within budget, while this PEP is focused on the subproject’s performancebaseline scope (including SP-1 completion criteria), cost, schedule, and funding profile.
Administrative updates to this PEP can be made from time to time as deemed necessary by the
US ITER Federal Project Director (FPD), without going through the formal concurrence andapproval process. The FPD will ensure dissemination of the latest updated versions to all project
participants and stakeholders.
The US ITER Project is a U.S. Department of Energy (DOE) project that was established toprovide the U.S. share of ITER hardware and cash contributions to support ITER construction.
The Project Management Executive (PME) for the US ITER Project is the Deputy Secretary ofEnergy (S-2), and the Director of the Office of Science (SC-1) is the Program Secretarial Officer.
The Associate Director for Fusion Energy Sciences (FES) in SC is the “Project Owner” whoprovides direct Headquarters oversight and all funding for the Project. A US ITER Program
Manager in FES is responsible for carrying out those responsibilities on a day-to-day basis. In
the field, a qualified FPD from DOE’s Oak Ridge National Laboratory (ORNL) Site Office is inplace to oversee project execution by the US ITER Project Office (USIPO), which is in Oak
Ridge, Tennessee. While ORNL is the lead laboratory, it is supported by two partner
laboratories, Princeton Plasma Physics Laboratory and Savannah River National Laboratory.
Under DOE’s direction, the USIPO has responsibility for planning, managing, and delivering theentire hardware related scope of SP-1. DOE/FES is responsible for managing the U.S.
construction cash contribution, and the USIPO will implement the transfers of funds to the ITER
Organization (IO) as directed by the US ITER Program Manager.
The scope of the US ITER Project can be viewed as being fundamentally comprised of threeelements:

1 As explained in the Tailoring Strategy section of the US ITER Project PEP, DOE has chosen to divide theProject’s hardware scope into two subprojects (SP-1 and SP-2) that can be baselined sequentially and independently
from the construction cash contribution component, which has the largest long-term cost uncertainty. Each
subproject has its own Performance Baseline and Critical Decisions 2, 3, and 4. Appendix A of the US ITER
Project PEP defines the division of scope between SP-1 and SP-2.

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1. Subproject-1 (SP-1), which includes fabrication and delivery of U.S. hardware
contributions needed for First Plasma 2 (FP), as well as the design of all U.S. hardware,and all U.S. in-kind cash 3 contributions;
2. Subproject-2 (SP-2), which consists of fabrication and delivery of all remaining U.S.
hardware contributions (i.e., those not in SP-1); and3. Construction cash contributions to the IO.
2.0

TAILORING OF THE SP-1 EXECUTION STRATEGYThe US ITER Project has a number of features that require tailoring of the standard processes
prescribed by DOE Order 413.3B. It is not a conventional DOE capital asset project for thefollowing reasons:•

The US ITER Project will not result in a facility owned by DOE. Instead, the ultimate
owner will be the IO located at the facility’s site at St. Paul lez Durance, France.

•

The U.S. Government is not responsible for overall ITER integration, systemengineering, safety basis and licensing, civil construction, installation of hardware,commissioning, and delivery of the other Members’ hardware components.

•

The IO has the authority, subject to guidance from the ITER Council (of which the U.S.
is a member) to set the ITER construction schedule that includes the Members’ hardware
delivery milestones.

Given the above, the overall tailoring strategy for the US ITER Project (and its subprojects) is to
manage it, to the extent practicable, according to the policies, principles, and processes of DOE
Order 413.3B as follows:•

The PME is the Deputy Secretary of Energy (S-2), who is responsible for approving all
future Critical Decisions (CDs) and Level 0 changes to the Performance Baseline after
CD-2.

•

Subproject implementation will conform to SC project management requirements,
processes and procedures, to include conducting periodic DOE/SC Independent Project
Reviews and other external technical peer reviews, as required.

2 First Plasma is the initial operation of the tokamak with a confined plasma, which is an important milestone
indicating that all basic machine assembly and commissioning steps have been successfully accomplished and alarge number of major project risks have been retired.
3 Because of modest adjustments in hardware procurement sharing among the IO and Domestic Agencies (DA) thathave been made for various reasons over the past few years, the total credit value of U.S. hardware contributions has
fallen below the specified 9.09 percent level. In order to make up the difference, the U.S. is obligated to contributeso called “in-kind” cash to the IO. The “in-kind” cash is part of SP-1 scope because it is required during the SP1time frame of the overall US ITER Project.

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Both subprojects will be managed within the common USIPO organizational structure,
but they will have their own individual work breakdown structures (WBS), schedules,
CDs, project completion criteria, cost estimates, and funding profiles. For SP-1, this is
information is contained in Section 3.0 (Subproject Baseline) of this PEP.

•

Recognizing that there has already been substantial progress in fabricating certain SP-1
hardware items, CD-2 and CD-3 will be combined.

•

In assessing readiness for CD-3, the approach is to rely on the US ITER Final Design
Plan, which defines the requisite state of design maturity in each element of SP-1
hardware scope in order to start fabrication. Because the US ITER hardware systems are
essentially independent of each other, the hardware designs do not follow a linear design
process in which all systems reach final design at the same time. The Final Design Plan
provides for a phased completion of the final designs and ensures that designs are
sufficiently mature to start procurements, while enabling the most cost-effective schedule
for completing the designs in line with the IO’s overall project schedule. While thedesigns for SP-1 hardware may not all be complete before CD-3, the designs will at least
be sufficiently mature to start phased procurements for fabrication. At the DOE/SC
Independent Project Review for SP-1, CD-3, the overall design will be 86 percent
complete for the SP-1 Hardware, based on a fabrication cost-weighted value. Any
incomplete design carries minimal risk to the successful completion of the subproject.

•

The US ITER Project will not deliver an entire integrated operating facility, as would atypical DOE construction project. Instead, in-kind U.S. hardware contributions, for themost part, represent portions of technical subsystems for the ITER facility. Consequently,
demonstrating Key Performance Parameters in the traditional sense as a means fordetermining project completion (CD-4) is neither appropriate nor possible. Rather, thisPEP defines project completion as delivery and IO acceptance of an approved scope ofdeliverables. Acceptance of the hardware by the IO will be in accordance with the
hardware Procurement Arrangements, including elements such as Manufacturing andInspection Plans. SP-1 also includes the design of all U.S. hardware contributions.
Design completion/acceptance will be based on IO approval of the Final Designs.

The USIPO has appropriately detailed cost and milestone schedule information for all elementsof SP-1 scope to permit the use of Earned Value Management System (EVMS) techniques inmeasuring overall progress and cost/schedule performance. The SP-1 cost and schedule
performance baselines take into account the risks associated with the corresponding scope byidentifying and including appropriate amounts of cost and schedule contingency. Management offunds will be exercised in such a way to maximize the amount of work that can be accomplishedin every fiscal year (FY).
3.0

SUBPROJECT BASELINEThis section describes the aspects of scope, cost, schedule, and funding that together comprise
the Performance Baseline for SP-1. Any changes to these Performance Baselines, once
approved, must be made in accordance with PEP Section 4.1, Change Management.

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3.1

Scope

The SP-1 scope consists of providing: the design and fabrication of the U.S. hardware needed for
FP as specified by the IO (see Appendix B of the US ITER Project PEP); all remaining
preliminary/final design effort for the post-FP hardware; a defined amount of in-kind cash to
fulfill the remainder of the U.S. FP credit obligation; and the associated USIPO management
effort.
Table 1 on the following page, describes the SP-1 scope (refer to Appendix B of the US ITER
Project PEP for the specific SP-1 hardware).
The criterion for achieving CD-4 for SP-1 is the delivery to and acceptance by the IO of the SP-1
hardware, plus IO acceptance/ approval of the Final Designs for all U.S. hardware. It will also
require payment of all the in-kind cash due to the IO. The USIPO will present verification of theSP-1 completion criteria to the FPD for review and approval. Upon confirmation that they havebeen met and all SP-1 WBS scope has been delivered (including all in-kind cash), the FPD will
recommend to the PME that SP-1 is ready for CD-4 approval.

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Table 1. SP-1 Scope Description
System/Subsystem

Description

Central Solenoid
Magnet System

Provide 7 (including spare) independent coil packs made ofsuperconducting niobium-tin providing 13 Tesla at 45 kA, the vertical precompression structure, and assembly tooling.

Toroidal Field Magnet
Conductor

Provide 9 active lengths (~765m), 1 dummy length (~765m) for winding
trials and 2 active lengths (~100m each) for superconducting qualification.

Steady State Electrical
Network
Tokamak Cooling
Water System

Diagnostics

Electron Cyclotron
Heating Transmission
Lines
Ion Cyclotron Heating
Transmission Lines
Pellet Injection System
Vacuum Roughing
Pumps
Vacuum Auxiliary
Systems

Provide components for a large AC power distribution system(transformers, switches, circuit breakers, etc.) at high-voltage (400kV) andmedium-voltage (22kV) levels.
Provide Final Designs for major industrial components (heat exchangers,
pumps, valves, pressurizers, etc.) capable of removing 1 GW of heat.
Among those components, also fabricate and deliver certain IO-designateditems.
Provide Final Designs for 4 diagnostic port plugs and 7 instrumentation
systems (Core Imaging X-ray Spectrometer, Electron Cyclotron Emission
Radiometer, Low Field Side Reflectometer, Motional Stark EffectPolarimeter, Residual Gas Analyzer, Toroidal Interferometer/Polarimeter,
and Upper IR/Visible Cameras). Among those components, also fabricate
and deliver certain IO-designated items.
Provide Final Designs for approximately 4 km of aluminum waveguidelines (24 lines) capable of transmitting up to 1.5 MW per line. Among
those components, also fabricate and deliver certain IO-designated items.
Provide Final Designs for approximately 1.5 km of coaxial transmission
lines (8 lines) capable of transmitting up to 6 MW per line. Among thosecomponents, also fabricate and deliver certain IO-designated items.
Provide Final Designs for injector system capable of delivering
deuterium/tritium fuel pellets up to 16 times per second. Among thosecomponents, also fabricate and deliver certain IO-designated items.
Provide Final Designs for a matrix of pump trains consisting ofapproximately 400 vacuum pumps. Among those components, alsofabricate and deliver certain IO-designated items.
Provide Final Designs for vacuum system components (valves, pipe
manifolds, auxiliary pumps, etc.) and approximately 6 km of vacuum
piping. Among those components, also fabricate and deliver certain IOdesignated items.

Tokamak Exhaust
Processing System

Provide Final Designs for an exhaust separation system for hydrogenisotopes and non-hydrogen gases.

Disruption Mitigation
SystemProvide design, and research and development (R&D) (up to a limit of$25M*) for a system to mitigate plasma disruptions that could cause
damage to the tokamak inner walls and components.

*any additional costs would be funded by the IO

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3.2

Cost

The Performance Baseline Total Project Cost (TPC) for SP-1 is $2.5billion. At the time of SP-1
CD-2 approval, there is 46 percent contingency on the remaining hardware-related work. The
cost contingency, although originally estimated from individual cost elements, is held at the
subproject level by the FPD. A WBS Level 3 baseline cost summary for SP-1 is shown in Table
2.
Table 2. SP-1 Cost Breakdown at WBS Level 3$M
1.1.1 Magnet Systems

519.8

1.1.2 First Wall and Shield Systems

29.2

1.1.3 Port Limiters

0.6

1.1.4 Equatorial Port-Mounted Blanket Shield Modules

0.7

1.2.1 Tokamak Cooling Water Systems

350.3

1.3.1 Vacuum Pumping and Fueling Systems

174.8

1.3.2 Tokamak Exhaust Processing System

46.5

1.4.1 Steady State Electrical Network

38.4

1.5.1 Ion Cyclotron System

92.7

1.5.2 Electron Cyclotron

91.9

1.5.3 Diagnostics

151.9

1.6

Project Support

200.7

1.7

Support to International Organization

171.5

1.8

Supplemental Task Agreements

22.8

1.9

Instrumentation and Controls

114.6

Budget at Completion

2,006.5

Contingency

493.5

Total Project Cost - Subproject 12,500.0

The overall TPC for SP-1 is divided into two components: the Total Estimated Cost (TEC), andOther Project Costs (OPC). All of the SP-1 scope is funded within the TEC with the exception of$80.7M within the OPC category for R&D activities related to the U.S. hardware contributions.
Over 90 percent of all R&D work has already been finished and costed. There are no costs
associated with ITER commissioning and start-up activities that would typically be fundedwithin OPC. As is typical of SC projects, all of the project contingency is contained in the TEC.

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3.3 Schedule
Following, in Figure 1, is the summary schedule for SP-1. As already mentioned in the PEP, theindividual hardware delivery schedules are driven by the IO’s need dates, which are derived
from the overall ITER Project construction schedule.

Figure 1. SP-1 Summary Schedule7

Project Execution Plan US ITER Subproject-1
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As shown in Table 3, the SP-1 baseline schedule dates for the key milestones of CD-2/3 and CD4 for SP-1 are December 2016 and December 2027, respectively. This CD-4 date is consistent
with supporting an ITER FP in December 2028. It includes 39 percent (40 months) months ofschedule contingency on the last scope element early-finish schedule (the Ion Cyclotron Heating
Transmission Lines).

Table 3. Schedule of Critical Decisions for SP-1
Level 0 Milestone

Schedule

CD-0 Approve Mission Need

July 2005 (Actual)CD-1 Approve Alternative Selection and Cost
Range

January 2008 (Actual)CD-2/3 Approve Performance Baseline andStart of Fabrication

December 2016

CD-4 Approve Completion

December 2027

Baseline schedule milestones at Levels 1 and 2 are identified in Appendix A. Level 3 milestones
will also be established and tracked/managed by the Project Manager. The SP-1 cost andschedule baselines assume the realization of its corresponding baseline funding profile as
specified in Section 3.5.
3.4 Work Breakdown Structure (WBS)
The SP-1 Level 3 WBS is shown in the table below. It forms the basis for planning, executing,and controlling project activities.

8Project Execution Plan US ITER Subproject-1
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Table 4. SP-1 WBS
1.1
1.1.1
1.1.2
1.1.3
1.1.4
1.2
1.2.1
1.3
1.3.1
1.3.2
1.4
1.4.1
1.5
1.5.1
1.5.2
1.5.3
1.6
1.7
1.7.1
1.7.2
1.8
1.9
1.9.1
1.9.2
1.9.3
1.9.5
1.9.6
1.9.7

Tokamak
Magnet Systems
First Wall and Shield Systems
Port Limiters
Equatorial Port-Mounted Blanket Shield Modules
Tokamak Ancillary Equipment and Cryostat
Tokamak Cooling Water Systems
Tokamak Fluids
Vacuum Pumping and Fueling Systems
Tokamak Exhaust Processing System
Electrical Systems
Steady State Electrical Network
Port Interfacing Systems
Ion Cyclotron System
Electron Cyclotron System
Diagnostics
Project Support
Support to International Organization
Secondees and Taxes
Remaining In-Kind CashSupplemental Task Agreements with IO
Instrumentation and Controls (I&C)
Common I&C Services
Tokamak Cooling Water System I&C
Vacuum Pumping and Fueling I&C
Ion Cyclotron I&C
Electron Cyclotron I&C
Diagnostics I&C

3.5 Funding Profile
The baseline Budget Authority (BA) funding profile for SP-1 is shown in the table below. It
fundamentally underpins the SP-1 baseline schedule and cost.
Table 5. Baseline Annual Budget Authority Funding Profile for SP-1 (in $M)
($M)

SP-1

Prior
Years*

FY17

FY18

FY19

FY20

FY21

FY23

FY24

FY25

FY26

FY27

Total

1,012
100
122
163
168
157
148
140
* The SP-1 TPC includes all prior year US ITER Hardware Costs,

148

140

122

80

2,500

9

FY22

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4.0

BASELINE MANAGEMENTThe US ITER Project manages changes in functional or physical scope requirements andevaluates the impact of changes on cost and schedule through a formal baseline change control
process. The essential elements of configuration control are a well-defined baseline, and an
effective method of communicating, evaluating, and documenting changes to that baseline. This
promotes orderly evolution of the baseline design, and ensures that the effect of changes on cost,schedule, and technical scope are properly evaluated and documented by project management. A
Project Change Request (PCR) must be initiated when a proposed change to the project will havean impact on any of the cost, schedule, or scope baselines.
The baseline change control process is administered by a Change Control Board consisting ofmembers of the US ITER Project. The board includes the chairman (the US ITER ProjectManager), a change control manager, and board members. The board members review thetechnical, cost, and schedule implications of proposed changes and advise the chairman. A
record of all PCR actions is maintained in a change control log.
4.1

Change Management

PCRs are processed through a hierarchy of change control levels with progressively structured
authority for approval/ disapproval of changes. The DOE and contractor change control levels
for the US ITER Project are described in Table 6. These will be utilized to manage changes to
the Performance Baseline for SP-1.

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Table 6. SP-1 Project Change Control Thresholds
Level 0
Project Management
Executive*(S-2)
Any deletions oradditions to the total
U.S. share of the in-kind
hardware as defined in
the JIA.

Scope

Level 1
Associate Director for FES(SC-24)

Level 2Federal Project Director

Any transfer of U.S. in-kind
hardware scope to the IO or
to another DA. Any U.S.
voluntary (i.e., noncreditable) contributions to
the IO. Any changes to SP-1
scope at WBS Level 3.

Any scope change to a PA
that would require using
contingency.

Level 3
US ITER
Project Manager
Any scope change to U.S.
PAs whose cost impact canbe accommodated by using
Management Reserve.
Any change to the WBS.

Cost

Any increase in the SP-1
TPC.

The cumulative use of over
25% of total projectcontingency. *Any change that requires
use of contingency.**

Any change to Budget atCompletion (BAC) that
does not require use ofcontingency. Any use ofManagement Reserve.

Schedule

Any change in a Level
0 milestone.

Any change to a Level 1
milestone.

Any change to a Level 2
milestone.

Any change to a Level 3
milestone.

Funding

Any change to thefunding profile for SP-1
that negatively impacts
its Performance
Baseline.

* After the cumulative threshold has been reached and the next higher change authority has been notified andhas approved the changes, the cumulative cost thresholds will reset.
** US ITER FPD will notify the US ITER Program Manager of any cost contingency usage.

4.2

Performance Measurement

The actual cost of work performed, using accrued costs and progress on the project (earned value
or budgeted cost of work performed), is being collected using a project-wide reporting andcontrols system. Monthly earned value reporting to DOE at WBS Level 4 has already been
implemented. Project performance data will then be tracked against the baselines, varianceanalyses will be performed, needed corrective actions will be implemented, and future risks willbe identified. UT-Battelle, LLC has a certified EVMS.
4.3

Contingency Management

In general, the TPC is the sum of the Budget-at-Completion (BAC) plus cost contingency. At
CD-2, the SP-1 BAC will be developed by the USIPO to represent the most realistic estimate ofprobable costs for all WBS elements. Contingency funds are necessary to cover costs that result
from incomplete design, uncertainties associated with market conditions, technical difficulties,
schedule delays, event risks, and other circumstances commonly encountered during project
execution. Contingency estimates will also be developed at CD-2 for each major cost element,
usually at WBS Level 4 or lower, using a risk-based contingency approach that reflects the status11

Project Execution Plan US ITER Subproject-1
Rev. 1, January 2017of hardware design, procurement, and fabrication. Once contingency is developed and baselined
for SP-2 and for construction cash, those amounts will be combined with the SP-1 contingency
and held at the Project level. The process for contingency development is further described in the
USIPO Risk Management Plan (RMP).
The FPD will control distribution of the contingency in accordance with the baseline change
control process and in close coordination with USIPO management and the FES US ITER
Program Manager. Formal baseline changes will normally be made following a subproject-wide
Estimate-at-Completion (EAC) process done annually or on individual elements when theexisting baseline no longer provides a reasonable basis for performance measurement.
The USIPO Project Manager is responsible for managing and approving the use of Management
Reserve (MR) funds. MR funds are derived from cost savings across the subprojects andassignment of DOE contingency. MR will be used by the contractor as a management tool tofacilitate project changes within the contractor’s change thresholds.
4.4

Estimate at Completion (EAC)

One of the most important indicators of the financial health of a project is management’s realistic
estimate of the cost to complete the project. When added to the cost already incurred, the result isthe EAC. Because of the dynamic nature of projects such as the US ITER Project, the formal
performance measurement baseline will always lag behind this estimate of “management’s best
judgment.”
5.0 PROJECT MANAGEMENT/OVERSIGHT
5.1 Risk Management
Risk management will be performed throughout the life of the US ITER Project. A complete
methodology that describes the approach and processes to be used is documented in the US
ITER Project RMP. In addition to providing both a qualitative and quantitative evaluation of therisk items related to scope, schedule, and cost. The key risks related to the international
interfaces are identified and evaluated to ensure successful project completion.
The US ITER Project Manager has overall responsibility for SP-1 risk management. The
activities required to implement the RMP are performed by the Deputy Project Manager, Project
Risk Coordinator, Division Directors, and the WBS Team Leaders for performing detailed risk
analyses, mitigation planning, performing periodic reviews, and maintaining the Risk
Management Information System that contains the Risk Registry. The Risk Registry includes
potential impacts and related mitigation plans for each identified risk. Continually monitoringand mitigating risks, when appropriate, throughout the life of the project and appropriately
updating the risk register will result in the downgrading or retiring of risks.
Performance monitoring against the established mitigation plans is being done for risk elements
as part of the monthly metrics and performance monitoring meetings. In addition, risk

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management issues and updates are also covered as part of regular weekly project team meetingsand management meetings between the FPD and senior managers of the US ITER Project.
At this stage of the project, identified high-level risks to US ITER hardware include:••

Timely deliveries of information and equipment from other DAs or the IO, andManufacture of first-of-a-kind, high-technology equipment.

5.2 Transition to Operations
In accordance with the ITER Joint Implementation Agreement (JIA), the U.S. will participate in
ITER’s operations phase, which is envisioned to span a nominal 20-year period. The U.S.
commitment during ITER operations consists of providing resources to the IO for personnel andfacility operations. There will also be a US ITER Research Program that supports scientists andengineers who will participate (in person and remotely) in experiments on ITER. DOE willbudget for the U.S. share of ITER operations as well as the scientific research program
separately from the US ITER Project TPC.
5.3 Subproject Closeout
As SP-1 progresses toward completion, there will be a gradual transition of activities into SP-2.
This transition is expected to begin in about FY 2021 when funding initially becomes available
for SP-2. In preparation for seeking approval of CD-4 for SP-1, the USIPO and the FPD will
jointly develop a draft SP-1 Closeout Report. Ninety days after SP-1 CD-4 has been approved,
the FPD will submit the SP-1 Closeout Report to the US ITER Program Manager in FES. The
Closeout Report will contain the final cost of SP-1, subproject lessons learned, and performanceachieved at SP-1 completion. Once all financial closeout activities have been completed the Final
Closeout Report for SP-1 will be issued.

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Rev. 1, January 2017

U.S. CONTRIBUTIONS TO ITERSUBPROJECT-1
PROJECT EXECUTION PLAN
Appendix A
Baseline Schedule Milestones
at Levels 1 and 2

A-1

Project Execution Plan US ITER Subproject-1
Rev. 1, January 2017
SystemMilestone Title

Completion
Date

Level 1 Milestones
Toroidal Field Conductor

Receipt & acceptance of all TF conductor complete

14-Jul-17

Steady State Electrical Network

Receipt & acceptance of all SSEN complete

25-Oct-17

Instrumentation & Controls

Begin fabrication for I&C

19-Jan-18

Ion Cyclotron Heating Transmission Line

Begin fabrication for ICH

15-Dec-18

Electron Cyclotron Heating Transmission Lines

Begin fabrication for ECH

30-Sep-19

Central Solenoid Assembly Tooling

Receipt & acceptance of all AT complete

25-Nov-19

Pellet Injection

Begin fabrication for PI

14-Feb-22

Central Solenoid Structure

Receipt & acceptance of all CS structure components complete

08-Apr-22

Roughing Pump Sets

Begin fabrication for RPS

20-Jun-22

Tokamak Cooling Water System

TCWS SP-1 scope (design and hardware deliveries) complete

02-Apr-24

Central Solenoid Modules

Receipt & acceptance of all CS modules complete

30-Sep-24

Vacuum Auxiliary Systems

VAS SP-1 scope (design and hardware deliveries) complete

04-Jun-25

Roughing Pump Sets

RPS SP-1 scope (design and hardware deliveries) complete

29-Sep-25

Diagnostics

Diagnostics SP-1 scope (design and hardware deliveries) complete

11-Dec-25

Tokamak Exhaust Processing

TEP design complete

11-Feb-26

Instrumentation & Controls

I&C SP-1 scope (design and hardware deliveries) complete

27-Mar-26

Pellet Injection

PI SP-1 scope (design and hardware deliveries) complete

21-Apr-26

Ion Cyclotron Heating Transmission Line

ICH SP-1 scope (design and hardware deliveries) complete

04-Aug-26

Electron Cyclotron Heating Transmission Lines

ECH SP-1 scope (design and hardware deliveries) complete

05-Apr-27

A-2

Project Execution Plan US ITER Subproject-1
Rev. 1, January 2017
SystemMilestone Title

Completion
Date

Level 2 Milestones
Central Solenoid Assembly Tooling

CS Assembly Platform fabrication complete

23-Jun-17

Central Solenoid Assembly Tooling

CS Lifting Fixture fabrication complete

02-Jan-18

Central Solenoid Assembly Tooling

CS Rotating Fixture fabrication complete

19-Apr-18

Central Solenoid Structure

CS Structure Lower Key Block and Isolation Plate fabrication complete

10-May-18

Central Solenoid Modules

CS Mock-up testing complete

31-Oct-18

Tokamak Cooling Water System

TCWS 1st Plasma final design complete

13-Dec-18

Central Solenoid Structure

CS Upper keyblock, load distribution plate, pre-compression components fabrication complete

30-Nov-19

Central Solenoid Modules

Manufacturing and full-current/4K cold-testing complete for Central Solenoid Module #1

30-Sep-20

Central Solenoid Modules

Manufacturing and full-current/4K cold-testing complete for Central Solenoid Module #2

31-Mar-21

Central Solenoid Modules

Manufacturing and full-current/4K cold-testing complete for Central Solenoid Module #3

30-Nov-21

Roughing Pump Sets

RPS design complete

09-Mar-22

Central Solenoid Modules

Manufacturing and full-current/4K cold-testing complete for Central Solenoid Module #4

31-May-22

Central Solenoid Modules

Manufacturing and full-current/4K cold-testing complete for Central Solenoid Module #5

31-Dec-22

Central Solenoid Structure

CS Structure Tie Plates fabrication complete

31-Dec-22

Pellet Injection

PI SP-1 fabrication complete

21-Feb-23

Tokamak Cooling Water System

TCWS Drain & Refill fabrication complete

10-Apr-23

Tokamak Cooling Water System

TCWS VV PHTS fabrication complete

24-Apr-23

Central Solenoid Modules

Manufacturing and full-current/4K cold-testing complete for Central Solenoid Module #6

31-Jul-23

Vacuum Auxiliary Systems

VAS design complete

08-Aug-23

Tokamak Cooling Water System

TCWS Drying System fabrication complete

16-Oct-23

Diagnostics

Diagnostics SP-1 fabrication complete

08-Jul-24

Vacuum Auxiliary Systems

VAS SP-1 fabrication complete

18-Mar-25

Roughing Pump Sets

RPS SP-1 fabrication complete

03-Apr-25

Electron Cyclotron Heating Transmission Lines

ECH design complete

08-Apr-25

Diagnostics

Diagnostics design complete

11-Dec-25

Instrumentation & Controls

I&C design complete

30-Dec-25

Instrumentation & Controls

I&C SP-1 fabrication complete

15-Jan-26

Ion Cyclotron Heating Transmission Line

ICH SP-1 fabrication complete

02-Feb-26

Pellet Injection

PI design complete

21-Apr-26

Ion Cyclotron Heating Transmission Line

ICH design complete

04-Aug-26

Electron Cyclotron Heating Transmission Lines

ECH SP-1 fabrication complete

05-Apr-27

A-3