System Engineering and Configuration Management in ITER

1. System Engineering and Configuration Management in ITER Pietro Barabaschi, Hans-Werner Bartels, Stefano Chiocchio, John How, Akko Maas, Eric Martin, Bill Spears, Eisuke Tada Presented by Stefano Chiocchio ITER JWS

2. Synopsis System Engineering and Configuration Management The ITER Challenges Configuration management elements and tools in ITER Conclusions

3. System engineering The realization of large civil and industrial construction works, the management of large interconnected systems, big science endeavors, require that different engineering disciplines and specialized design groups are organised and their efforts converge to the achievement of the common goal. The scope of the SE is to: • establish the requirements and physical architecture of the project, • manage its development from conceptual to detailed definition, and • assess and control its performance.

4. Relationship between System Engineering and configuration management

5. Configuration management The scope of configuration management (CM) is to ensure that: accurate information consistent with the physical and operational characteristics of the project is available at any point of time. The ability to rapidly identify and retrieve this information is vital: • to ensure that all participants to the design activity use consistent information, • to assess the implication of design changes during the design and construction, • to manage the assembly and installation operations, • to plan for the maintenance operations • to be able to react to unexpected or emergency situations, • to support future upgrades, • to safely manage the decommissioning phase.

6. Basic relationship in Config. Management

7. SE and CM during the ITER design and construction process Objectives definition Requirement v performance check Parameters selection config control & assembly Digital mock-up Clash detection Requirements management Definition of config (envelope) models Detailed design definition Integrated design definition Conceptual design Component design Overall architecture Component Procurement & installation Systems Integration Operation Functional design Time Bar Conceptual definition Detailed design Procurement phase Value engineering Concurrent engineering Change (non conformity) control

8. The ITER challenges: The Scientific Mission • The Physics parameters are strongly linked to design choices • It is a First of a Kind Plant • many specialistic skills are required • but even more difficult is to find people with a wide knowledge of the entire plant

9. The ITER challenges: The Technology The tokamak assembly • very highly integrated design, • small clearances, • large number of parts (few millions), • few components using well proven fabrication technology. Unusual operational conditions (nuclear, vacuum, cryogenic, magnetic) and processes (e.g. heavy items handling, remote maintenance,etc) The tokamak building • many systems, • equally important for the mission of the project, • not spatially separated, • with many functional interfaces.

10. The ITER challenges: The Project Organisation • International collaboration, multi-cultural environment • Distributed design activities • Communications • Concurrent engineering • Procurement scheme

11. Configuration Management Elements in ITER • Management of requirements • Identification of the configuration • Document and project data control • Change control • Management of interfaces • Risk Management

12. Management of requirements The Plant Design Specification defines the externally imposed essentially and design indepedent requirements of ITER The Project Integration Document describes: 1) elements of Project Management 2) overall machine configuration, basic parameters, configuration tables and operation states, 3) general requirements, parameters, loads and interfaces grouped by broad subjects 4) main configuration of each system The DRG2 (Design Requirements and Guidelines level 2) covers all specific requirements for each system This is responsibility of the WBS RO

13. The Plant Break-down Structure and the ITER Digital mock-up All systems and parts of the ITER project are organised around a tree structure called PBS (Plant Breakdown structure) Drawings , Documents, procurement and operational data can be accessed by navigating this structure. The management of the 3D models representing the plan is done throuh ENOVIA, (a sotware by Dassault Systemes for the management of the Virtual Product Data) The data stored in Enovia can be accessed by all members of the design team either by active connection or in passive modes using a web based client application . The parts can be visualised, reviewed and relevant information can be retrieved.

14. The ITER Documents Management System (IDM) http://www.iter.org/idm • Open Source Software (Zope) • ITER Owned and Managed • Use through Internet Browser http://www.iter.org/idm • Powerful search capability • Easy (intuitive) use • Integrated workflow with: • Signing, approval (electronic signature) • Comments • Versions • Security settings allowing read/write access to be set by users • Online and printed users manuals, online bug and feature request forms

15. Management of Information: The ITER Tech web site • http://www.iter.org Public Web • http://www.iter.org/bl Technical Baseline Web • http://www.iter.org/cad PDF Drawing library (Passworded for ITER and Collaborators) • http://www.iter.org/idm ITER Document Management vault (Passworded) • http://www.iter.org/team Internal ITER Team web (IP and Password protection) Available for ITER Staff, Partners and Collaborators Generic User name and Password

16. The ITER design change process • Every “proposed” design change is assessed at the system level, first...: • Consistency between requirements and design concept • Consistency between design concept and the actual design of each part (at this stage the CAD model of it later the real part) • ... and then at machine level: • Integration issues (management of the interfaces) • Impacts on overall performance • Impacts on cost ... and if approved by the Technical Coordination meeting a Design Change Request is issued and a number is assigned to it.

17. Management of Design Changes

18. ITER Interfaces Management Process • Interface identification • Identify the interfacing systems, and type of interfaces (geometrical, functional, importance) • Interface initial description by cognizant part • The most affected user have the first go • Interface reviews • This is done in parallel to the design reviews of the affected components • Assessment of the assembly and maintenance implications • Together with design review of each system • Creation of Interface description documents • These documents are integral part of the technical documentation of the procurement specs. • Definition of the interface ownership and interface monitoring • A clear identification of the responsibility is critical.

19. The ITER Interfaces Matrix

20. Risks/opportunities management: Issues Identification We started this process end of 2004 with a set of broad scope Design reviews, to initiate a critical review of the status of the design and to organise the further work. The issues cards have been reviewed and prioritized with the IT leader and since then at Technical coordination meetings Issues can be raised by all People involved in the ITER activities (ITER ORG and ITER PTs/DAs members. The issue are classified according to the WBS structure and the Responsible officer of that activity become the issue RO. About 260 Issue cards have been proposed so far and stored in a database.

21. Button to add a new issue Issue summary by status Button to start a search Risks/opportunities management:Issues database The database of all issues are available on the web www.iter.org/tech The database provides summary of the issues by status and by role of the user, Search functions and possibility to add new issues Help and explanation are provided by S.Chiocchio and C. Capuano.

22. Risks/Opportunities Analysis Probability (the likelihood of risk occurrence) High (3) = Very Likely More than 90% Moderate (2) = Likely more than 10% to 90% Low (1) = Not Likely up to 10 % Time ( time to start action or mitigation) Near Term (N) = <3 months Mid Term (M) = 3 months to 1 year Far Term (F) = >1 year

23. Risks/Opportunities Analysis 3 2 Consequence 1 1 2 3 Likelihood High: implement new process or change baseline Medium: Aggressively manage considerr alternative process Low: Monitor

24. Conclusions • During the ITER Transitional Activities (starting in 2001) a large effort and dedication has been spent to ensure that appropriate procedures and tools for the technical management of the project are deployed at the start of the ITER construction. • Thanks to the commitment of the few people involved, we have succeeded: • in reviewing the present working practices, • clarify and envisage future needs, • assess different tools available and in use on the markets^, • test and deploy the new software, • and introduce procedure for the management of designc hange and document management. • The systematic approach that we have developed and applied and the tools that we have been using compare favourably with those in use in similar large projects. • further effort is neededto be done to: • a) to adapt the tools to the new process that the ITER team has to manage, and • b) to fully deploy these tools also to the participant teams • c) to apply consistently the interfaces and risk tracking procedures . • We believe that this will enable the ITER organization to manage the challenging task ahead.