APUL Project Management Plan
Accelerator Project to Upgrade LHC (APUL)
Project Management Plan
APUL Document #???
Version 0.2
March 18, 2009
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APUL Project Management Plan
Submitted, Approved, and Accepted By:Are these the correct signatories?
APUL
______
P. Wanderer date
APUL Project Manager
Fermilab
______
S. Holmes date
Associate Director for Accelerators
______
G. Apollinari date
Head of Technical Division
______
N. Grossman date
ES&H Director
______
P. Garbincius date
Associate Director for Research, Fermilab
______
P. Oddone date
Director, Fermilab
Brookhaven National Laboratory
______
S. Vigdor date
Associate Laboratory Director for Nuclear and Particle Physics
______
S. Aronson date
Laboratory Director
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APUL Project Management Plan
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APUL Project Management Plan
Table of Contents
Abbreviations Used in this Document
1Introduction
1.1Approval and Revision
1.2Project Description
2Project Objectives and Performance Criteria
2.1Scientific Objectives
2.2Technical Requirements and Objectives
3Project Structure and WBS Dictionary
3.1Work Breakdown Structure (WBS) Overview
3.2WBS Dictionary
4Project Management Structure
4.1The Fermilab Directorate
4.1.1The Fermilab Director
4.1.2Fermilab Associate Director for Accelerators
4.2Fermilab Divisions & Sections
4.2.1Technical Division Head
4.2.2Business Services Section Head
4.3The APUL Project Management Team
4.3.1APUL Project Manager
4.3.2Deputy Project Manager
4.3.3APUL Project Engineer
4.3.4APUL ES&H Coordinator
4.3.5APUL Documentation Coordinator
4.3.6APUL Scheduler
4.3.7APUL Budget Officer
4.4APUL Subsystem (Level 2) Managers
4.5APUL Project Management Group
4.6The Technical Advisory Committee
5Project Controls System
5.1Memoranda of Understanding/Statement of Work
5.2Project Execution Plan
5.3Cost Tracking
5.4Contingency Allocation
5.5Change Controls
5.5.1Change Control Procedures
5.5.2Technical Change Control Levels
5.5.3Schedule Change Control Levels
5.5.4Cost Change Control Levels
5.5.5Change Control Summary
5.6Reporting
5.7Reviews
5.7.1Level 2 Technical Reviews
5.7.2Level 2 ES&H Reviews
5.7.3Director’s Reviews
6Environment, Safety and Health
6.1ES&H Organizations
6.1.1APUL ES&H Review Committee
6.1.2ES&H Responsibilities of APUL Project Staff
6.2ES&H Documentation
6.2.1Environmental Considerations
6.2.2Safety Assessment Documentation
7Technical Considerations
7.1Quality Assurance
7.2Risk Management
7.3Configuration Management
7.4Value Engineering
Appendices
AAPUL Technical Scope
BAPUL Cost
CAPUL Schedule
References
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APUL Project Management Plan
Abbreviations Used in this Document (NEED TO UPDATE)
BAC:Budget At Completion
CCB:Change Control Board
CDR:Conceptual Design Report
DOE:U.S. Department of Energy
DPM:Deputy Project Manager
ES&H:Environment, Safety and Health
FMS:Financial Management System
FPD:Federal Project Director
HV:High Voltage
ISM:Integrated Safety Management
MAPMT:Multi-Anode Photo-Multiplier Tube
MND:MINOS Near Detector
MOU:Memorandum of Understanding
NuMI:Neutrinos at the Main Injector
NSF:National Science Foundation
PCR:Project Change Request
PEP:Project Execution Plan
PM:Project Manager
PMG:Project Management Group
PMP:Project Management Plan
PMR:(Universities) Project Management Representative
PMT:Photomultiplier Tube
PSAD:Preliminary Safety Assessment Document
QA:Quality Assurance
QAP:Quality Assurance Plan
RSO:Radiation Safety Officer
SAD:Safety Assessment Document
SOW:Statement of Work
TDR:Technical Design Report
TEC:Total Estimated Cost
VME:Versa Module Europa (bus system)
WBS:Work Breakdown Structure
WLS:Wavelength Shifting
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1Introduction
This document describes the Project Management Plan (PMP) that the Fermi National Accelerator Laboratory (Fermilab) and Brookhaven National Laboratory (BNL) will follow to meet the technical, cost, and schedule objectives of the APUL Project. DOE, Fermilab and BNL will work together to accomplish the APUL Project. This PMP for theAPULProject sets forth the plans, organization and management systems that will be used by Fermilab and BNL. The PMP is complemented by a Project Execution Plan (PEP). The PEP establishes the DOEAPULProject Management structure. The overall project management will be in conformance with applicable DOE ordersand established management practices at Fermilab.
This PMP covers the construction of the US part of the LHC Phase I upgrades, i.e., the design, fabrication, testing and delivery of components to CERN by the US Laboratory Collaboration defined as the APUL project. It does not cover the installation and commissioning of the delivered components at CERN, which are outside of the scope of APUL.
1.1Approval and Revision
The PMP is prepared by the APULProject Managerand approved by the Fermilab Director or his designee. The APUL Project Manager shall review the PMP at least annually and revise it as necessary to update the document and reflect project development. Revisions to the PMP that incorporate baseline change actions are considered to be approved by virtue of the corresponding baseline change.Revisions to this PMP that are not connected with baseline changes will be approved by the Fermilab Director or his designee.
1.2Project Description
The US contribution to the Phase I upgrade of the Large Hadron Collider (LHC) at the European Organization for Nuclear Research (CERN) consists of the design and fabrication of specialized equipment by two US national laboratories, Brookhaven National Laboratory and Fermi National Accelerator Laboratory. The contribution through the national laboratories is referred to here as Accelerator Project Upgrade to LHC (APUL), or simply the Project. The US contribution will enable a projected two- to three-fold increase in LHC luminosity. Furthermore, participation in the upgrade offers the U.S. the opportunity to benefit fromits previous investment in the LHC, and enable it to continue developing noveltechniquesand analysis tools leading to additional important discoveries expected fromthe upgrade.
APUL is a subproject of the Phase I upgrade projects at CERN. In parallel with construction of the LHC, the HEP and accelerator communities have been discussing possible directions for increasing the scientific reach of this unique facility. The adopted phased approachto the upgrade of the LHC accelerator complex includes in the first phase (2008-2013) the construction of a 160 MeV H- proton linac (Linac4) and the Phase-I Upgrade of the LHC interaction regions. APUL is responsible for delivering D1 magnets and cold powering systems at interaction regions at points 1 and 5 and two laser profile monitors (LPM) for the linac (VERIFY to which CERN project LPM would belong).
(Need to verify this following paragraph) General program oversight for the US LHC Accelerator Project is the responsibility of the US Department of Energy (DOE) and the Project is administered through the DOE Office of Energy Research, Division of High Energy Physics (DHEP), the DOE Chicago Operations Office, and the DOE Fermi Group Site Office. The project work will be undertaken by two US national laboratories: Brookhaven National Laboratory (BNL), Fermi National Accelerator Laboratory (Fermilab or FNAL), directed by the Project Manager and Project Management Office. When taken together, these laboratories will be designated in this document as the US Laboratory Collaboration. Fermilab has been designated as the lead laboratory with the major responsibility to ensure the successful completion of APUL.
2Project Objectives and Performance Criteria
2.1Scientific Objectives
The primary objective of APUL is to assist CERN, the European Laboratory for Particle Physics, in achieving a projected two- to three-fold increase in LHC luminosityby way of the Phase I upgrade of the Large Hadron Collider (LHC). Two important secondary objectives have guided the choice of work to be done to implement this objective. First, the work should present a significant opportunity for the US national laboratories to maintain and improve their technological capabilities. Second, the US collaboration on APUL should advance international cooperation in the construction of large science projects.
2.2Technical Requirements and Objectives
The APUL Technical Design Report (TDR) is the highest level specification of the technical baseline (Is this really true?). It provides detailed descriptions of the hardware systems provided by the US laboratories, including detailed requirements and specifications and detailed descriptions of the designs of hardware systems. The technical performance of the engineering designs developed and of final fabricated parts will be measured against the Technical Baseline defined in the TDR.
The TDR is a controlled document of APUL requiring approval of its initial contents and of any changes by the Project Manager following recommendation by the Change Control Board. The initial contents of, and any changes to, the TDR must also be approved by CERN, as specified in the Implementing Arrangement (or MoU?).
Technical milestones to measure the progress and success in meeting these goals are established as part of the Project Baseline. Meeting each subsystem’s objectives is the responsibility of the corresponding Subsystem (Level 2) Manager. Ensuring that the project as a whole meets the scientific objectives of the experiment is the responsibility of the Project Manager.
APUL must be executed in a manner consistent with the overall LHC Phase I upgrade project schedule. The current version of the overall Phase I upgrade schedule is found at the web site (There is currently only some rough milestones here, will there be a CERN master schedule for upgrades that we are to work to? If so, will APUL appear as milestones?) Coordination of the US Project schedule with the master Phase I upgrade schedule maintained by CERN is accomplished by setting milestones, typically corresponding to the delivery of equipment to CERN by APUL or to the US laboratories by CERN for incorporation into US-provided systems. These milestones are under joint US-CERN change control as specified in the Implementing Arrangement and in Appendix C here.
Appendices A, B and C provide additional information on the project scope, cost and schedule, respectively.
3Project Structure and WBS Dictionary
Figure 3.1: Overview of APUL Work Breakdown Structure, to Level 2
3.1Work Breakdown Structure (WBS) Overview
The Work Breakdown Structure (WBS) organization is shown inFigure 3.1. The project WBS and management structure parallels the project budget structure.
3.2WBS Dictionary(validate accuracy)
WBS / Title / Description0 / APUL / Design, construct, and deliver beam separation dipole magnets, cold powering systems, and laser profile monitors for LHC Phase I Upgrade
1.0 / Project Management / Management support. Project financial, schedule, budget,and change control, coordination with CERN
2.0 / Beam Separation Dipole Magnets / Design, fabricate, test, and deliver five(5) D1 standalone magnets
3.0 / Cold Powering / Design, fabricate, and deliver five(5) distribution feed boxes and corresponding current leads and superconducting links
4.0 / Laser Profile Monitoring / Design, assemble, and deliver two laser profile monitors for LINAC4
Table 3.1: APUL Level-2 WBS Dictionary
4Project Management Structure
Figure 4.1 shows an organizational chart of theAPUL Project. The Integrated Project Team is expanded into the DOE hierarchy in the Project Execution Plan.
Figure 4.1 Fermilab APUL Organization Chart(Probably want to get rid of “Future Projects”)
4.1The Fermilab Directorate
4.1.1The Fermilab Director
The Fermilab Director is responsible to the FRA and the DOE for the successful completion of the APUL Project. Only the Fermilab Director is authorized to commit funds appropriated for Laboratory use. With the advice of the APUL Project Management Group, the Director approves or concurs with the APUL TDR, the PMP and the cost estimate, schedule, and scope of the Project. The Fermilab Director is ultimately responsible for ensuring that the project is carried out in a safe and environmentally responsible manner.
4.1.2Fermilab Associate Director for Accelerators(Does the Associate Director for Research have a role in APUL?)
The Fermilab Director has delegated some aspects of APUL responsibilities to the Associate Director for Accelerators. The Associate Director for Accelerators appoints the APUL Project Manager. To implement the work plan for the Project, APUL Memoranda of Understanding are executed with collaborating institutions. The Associate Director for Accelerators, on behalf of the Director, approves all APUL Institutional Memoranda of Understanding related to the Project. The Associate Director for Accelerators also chairs the APUL Project Management Group.
4.2Fermilab Divisions & Sections
4.2.1Technical Division Head
The Fermilab Director has designated the Technical Division (TD) as the host division(VERIFY that the entire project actually resides in TD) for the APUL Project and as such it provides the resources and home for the APUL Project management. In addition to the host role, the TD Head provides oversight for TD financial resources, human resources, technical resources, space resources, and Environmental, Safety, and Health (ES&H) monitoring for the Project.
The TD Head or a designee is a member of the Project Management Group. The TD Head advises the Associate Director for Accelerators on approval of APUL Memoranda of Understanding relevant to TD resources and concurs in these approvals. The TD Head advises the Associate Director for Accelerators on approval of the PMP and concurs with these approvals.
On guidance from the Director, the TD Head allocates yearly budgets to the Project. These project funds are then administered by the Project Manager, according to the responsibilities described below, within the context of TD procedures and policies and with the support of the TD budget office.
The TD is the primary source of Fermilab manpower and technical resources for the project.
4.2.2Business Services Section Head
Fermilab Business Services provides support for procurement, financial transactions, and accounting activities necessary to accomplish projects. The Head of Business Services and the Head of the Procurement Department of Business Services will work with APUL Management to accomplish procurements on schedule and to meet technical specifications.
4.3The APUL Project Management Team
The APUL Project resides within the Technical Division at Fermilab(same question in 4.2.1), which has been designated as lead lab of APUL. Critical resources also reside at BNL. The project is supported by Fermilab and BNL staff as listed below with expertise in a variety of areas. The members of this group, with the exception of the Project Manager, are appointed by the TD Head with concurrence of the the Project Manager. Collectively they comprise the Project Management Team.[1] The Project Management Team assists the APUL Project Manager in supporting and coordinating the efforts of the subsystem managers in executing the APUL Project.
4.3.1APUL Project Manager
The Project Manager is appointed by the FermilabAssociate Director for Accelerators(True?). The APUL Project Manager (PM) heads the APUL Project Management Team and is responsible for the execution of the APUL Project. Therefore, the APULPM must develop and maintain the Project Management Plan; negotiate and update the Memoranda of Understanding (MOU) between Fermilab, BNL, and CERN; and direct the activities of subsystem managers. These MOUs determine the resources which are available to the project from the collaborating institutions. Implicit in these responsibilities is the requirement that the PM administer both human and financial resources available to the project through these MOUs.
The APUL PM works with representatives of the divisions and sections at Fermilab and BNL to obtain resources for the project as approved by the Fermilab and BNL Directorate. This may include the development of additional MOU between the Project and specific Fermilab and BNL divisions or sections.
The PM assigns responsibilities and resources to the Subsystem Managers. The progress of these assignments is monitored through monthly status reports generated by the Subsystem Managers, by means of regular Subsystem Managers meetings, and through daily communications. The APULPM is responsible for developing, maintaining, and tracking the schedule for the project, which includes a complete list of milestones to facilitate monitoring the progress of the project. The APUL PM providesmonthly reports summarizing the progress of the Project to the Fermilab Director and the Federal Project Director.
The PM may delegate responsibilities to the Deputy Project Manager and/or other project team members.
4.3.2Deputy Project Manager
The Deputy Project Manager (DPM) assists the APUL PM in all matters relating to the APUL Project, including the planning, procurement, disposition and accounting of resources, progress reports on project activities, ES&H issues, and Risk Management. In the absence of the Project Manager, the DPM assumes the project management responsibilities.
The DPM also reviews Memoranda of Understanding and other project documentation, advising the Project Manager on risk management, ES&H, or other relevant issues.
4.3.3APUL Project Engineer
The APUL Project Engineer is responsible for overall engineering coordinationof the design and fabrication phases of the project and works directly with the Level 2 Managers to achieve this. The Project Engineer is directly responsible to the APUL Project Manager. In cooperation with them the Project Engineer works with the APUL ES&H Coordinator to implement Fermilab’s policy of Integrated Safety Management (ISM) in the project and resolve any ES&H issues that may arise. The Project Engineer is also responsible for implementing quality assurance procedures and the Configuration Management Plan and its associated change control procedures.
4.3.4APUL ES&H Coordinator
The ES&H Coordinator addresses the administrative aspects of all ES&H work associated with the APUL Project and reports to the APUL Project Manager. The ES&H Coordinator compiles and maintains the APUL Hazard Assessment Document, Preliminary Safety Assessment Document (PSAD), and the APUL Safety Assessment Document (SAD). The ES&H Coordinator plans and coordinates ES&H reviews of the project and assembles the associated documentation.
4.3.5APUL Documentation Coordinator(will we have such a function? Perhaps OPMO can advise)
The APUL Documentation Coordinatorsupports the Project Manager in the preparation and revision of the PMP and other project documentation. The Documentation Coordinator also assists in the preparation of MOU and Statements of Work (SOW) with the collaborating institutions and with the organization of materials for internal and external reviews of the project. The Documentation Coordinator supports the ES&H Coordinator in the compilation of relevant safety documentation for the project.
APUL documentation is maintained within a document database, the DocDB document management system.[2] The Documentation Coordinator is the administrator for the database. Through this database, each project document is assigned a unique identification number and its versions are tracked by date and submitter, with a record of the changes made. DocDB is also used to maintain records of meetings within the project. The organizer of the meeting defines it as an event and the participants submit presentations, background documents and minutes. The database can provide links to previous meetings so that reference documentation is available on-line.