nEDM Reworked Schedule

1. nEDM Reworked Schedule Kim Selvage Project Controls Analyst

2. The Reworked WBS • Number of activities reduced by 339 • Each subsystem has about 100 activities • 1.9 now has activities that have been identified to take place after CD-4 • Consistency added in naming activities • P-Preliminary • F-Final • O-Operating • All logic ties and resources transferred to the activity level

3. Resource Changes • Added a cost loaded resource dictionary • More realistic but also more complicated • A resource rate can be updated easily • Several rate corrections made • Approximately $350K increase • Duplicate resources consolidated • Over allocation can now be identified • Added NSF/DOE Coding by activity

4. Change is Good. Really!! • The better our baseline, the easier the effort to update the schedule and accurately predict the outcome. • Understand that everyone will have different degrees of change. The impact will be different for each subsystem.

5. Overview of Changes by Subsystem • 1.5 • 1.5.8 Test Cryostat (new activity, $140K) • 1.5.9 3He Spin-Holding Coil – new activities • 1.6 • Rate Correction ($52K) • 1.8 • More labor hours added. ($590K) • Missing ODC added. ($345K) • 1.10 • Rate Correction ($296K)

6. Transfer of Dollars (Base $s) • -1.1.2.10 Laser induced fluorescence Deleted $37,037 • -1.3.3.3 Liquid helium refrigerator for precool from 4 K to 1.5 K (WP) Moved $’s $77,658 to +1.3.3.5.3.3 Construction of refrigerator by vendor • -1.3.5 Cryovessel Assembly, Testing and Operation Infrastructure (WP) Duplicate activity deleted $467,801 • -1.3.3.4 First Dilution Refrigerator (WP) Moved $97,665 to R&D +1.1.2.13 Dual Use Cryostat Dilution Refrigerator • -1.5.11.6 O- Transport Conventional Shield and Degaussing System had $34,515 moved to +1.9 O- Transport Conventional Shield and Degaussing System

7. CD-1 vs Current Schedule Finish of nEDM Project New Guidance Current 9/7/14 3/19/15

8. CE Budget Profiles ($k)

9. Organizational Chart nEDM Project Martin Cooper (Contractor Project Manager) Kim Selvage (Project Controls Analyst) 1.3 Cryostats, Refrigerators and Related Equipment David Haase (NCSU) 1.4 3He Systems Steve Williamson (Illinois) 1.2 Polarized Neutron Beam Line & Shielding Wolfgang Korsch (Kentucky) 1.1 Research & Development Martin Cooper (LANL) 1.5 Magnets and Magnetic Shielding Brad Filippone (Cal Tech) 1.6 Central Detector Systems Takeyasu Ito (LANL) 1.8 Infrastructure Walt Sondheim (LANL) 1.7 Electronics, Computers, Simulations, Data Analysis Jim Miller (Boston) 1.9 Assembly & Commissioning Paul Huffman (NCSU) 1.10 Project Management Martin Cooper (LANL) Key Green: logic reviewed, resource loaded schedule Yellow: still needs to work out a few issues Orange: refined the intersystem logic

10. Operation Tasks • “O-” added to task name • Identifies activities that will happen after CD4 • By moving them to the bottom of the schedule, individual Subsystems will have a more accurate finish date • Will not be part of CD-2/3a Schedule

11. Snapshot of Operations

12. Known Issues that Need to be Resolved • 7 day workweek converted to 5 day workweek • Over allocation of several people • Examples on next slide • Need FY08 Rate Table • Needs to be costed • Need to match funding profile • Need to update the Resource Dictionary with current workforce • Separate O’s into a subproject

13. Over allocated Resources

14. In Closing… • The changes have made a better baseline • Still need to make many more changes • Draft version is available

15. nEDM Preparing for CD-2/3a Kim Selvage Project Controls Analyst

16. CD2/3a Work List • Complete R&D to establish technical feasibility • Calculation of forecasted sensitivity based on R&D • Build schedule and work packages to be baselined from R&D results • Identify Work Package Leaders • Build Cost Book • Complete preliminary engineering and selected cryogenic final engineering • Convert preliminary documents to final documents • MOUs between LANL and collaborating institutions • Establish NSF support of the project and integrate it with the DOE support

17. Steps • Update your rate table • Develop your WBS in the MS Project Schedule • Link your activities – Revise your logic • Logically group your activities into Work Packages • Document your changes

18. Rate Tables • CD-1 used FY06 rate table • CD-2/3a will use a current FY08 rate table • All institutions will submit their current information • Escalation will take place FY09 out • WP will be updated as well as the schedule • Approximately 60 procurements > $25K

19. Example of Procurement <$25K • 1.4.10.3 V2 Valve, V4 Valve, V5 Valve $70,000 • 1.4.10.3.3 Procure V4 Valve Bodies and Seat $15,000 • 1.4.10.3.4 Procure V2 Valve Body and Seat $10,000 • 1.4.10.3.5 Procure V5 Valve Bodies and Seat $15,000 • 1.4.10.3.6 Procure V2 Valve Actuator $10,000 • 1.4.10.3.7 Procure V4 Valve Actuator $10,000 • 1.4.10.3.8 Procure V5 Valve Actuator $10,000

20. FY2010 Field Budget Call Escalation Factors

21. Resources in Schedule • Schedule is resource loaded • Duplicate resources combined • Do not enter resources or procurements in schedule • Project Office will enter the resources and procurements based on your work packages • Define how the costs will be spread over the duration of the activity by selecting an accrual method • Prorated • Start • End

22. Revising Logic • Do not put predecessors/successors on summary tasks • When to use FS and SS • Lag vs. Constraints Discussion

23. The Small Version of the Big Picture Development Feedback

24. Performance Baseline SSM Effort (9/19) • Work Breakdown Structure in MS Project • Verify FY08 Rate Table • Work Packages • Contingency Analyses • Risk Table • WBS Dictionary • Cost Books (NEW)

25. Cost Book Needs • The Basis-of-Estimate (BOE) shall contain supporting information substantiating each cost data item • vendor quotes • engineering calculations • graphs • figures • (BOE code) which characterizes the uncertainty associated with the estimate. The categories established for the project in decreasing order of confidence include: • CP, catalog prices for off-the-shelf items; • VQ, vendor quotations based on finished drawings, followed by vendor quotes on preliminary drawings; • HD, historical data from previous experience with similar components and efforts; and • EE, engineering estimates based on the estimator’s judgment and experience.

26. Cost Book Example

27. WP Leaders Verified • Each Subsystem Manager will receive a worksheet • Fill out the WP Managers • The WP Manager should not be a limited term employee • How will you handle when a person moves from one institution to another? • Return to Kim on Tuesday • The WP managers will work with the Subsystem Managers

28. Work Packages • Designed to allow you to estimate burdened costs and generate work packages in preparation for CD-2/3a and beyond. • This process will also establish the contingency on each activity. • Current labor and overhead rates will be loaded into a linked rate table. You can estimate total costs using easy-to-use drop down menus and entry fields.

29. Section 1. Set Up Activity Sheets • For each activity in the MS Project schedule • If work package contains > 20 activities, break into multiple work packages • Do not add additional activity sheets to the workbook • Enter estimated duration • Start and end dates will be entered by the project office at a later date • Estimate contingency according to the rules contained in the PEP

30. Contingency Refresher • Re-evaluate current work packages • Durations and cost in the work package • No contingency • Currently the duration in the Microsoft Project Schedule is with contingency • With some exceptions, the contingency will decrease due to R&D advancements

31. Risk Factors

32. Risk Weights

33. Section 2. Estimate Labor Costs • Specific Person • Assign name, institution, labor type and hours • Generic resources in the Project schedule • Assign TBD, institution, labor type and hours • Graduate students, scientific staff and professors should not have a cost associated with them. • Capture their effort both here and in the schedule for planning purposes.

34. Duration and Work Effort Comparison

35. Section 3. Estimate Other Direct Costs (ODC) • Enter cost type, base estimate and purchasing institution. • travel, supplies and small equipment purchases • Check accuracy and completeness of your ODC estimate • make sure that you have included appropriate amounts of ODC for each institution participating in the activity

36. Section 4. Estimate Major Procurements • Estimate the burdened cost of all procurements over $25k • Write a brief description of the item • Enter a base estimate (best guess until you have a quote) • Assign institution that will initiate the purchase • Institutions may have different overhead rates for small and large procurements. Be sure to enter procurement costs in the section with the appropriate overhead rate. • Submit vendor quotes labeled by WBS electronically to the project office for purchases greater than $25K or as requested by Project Office • Will provide reviewers with a better understanding of how cost estimates on largest ticket items were determined • Some purchases might be grouped

37. Section 6. Assumptions • Assumption - A condition or statement assumed to be true for the purposes of planning that if proved false could significantly alter the project's ability to complete the activity as expected. • Example: you may assume that your institution will assign a lower overhead to the project because of its scientific importance. If the institute eventually decides against offering the lower rate, the estimated cost of the activity could increase significantly.

38. Section 6. Constraints • Constraint - A restriction or limitation that must be met by the activity in order to satisfy project requirements. • Example: the EDM Project Manager may assign a budget constraint to a particular piece of equipment in order to complete the project within DOE's funding profile. • Example: an activity on the critical path may have to be started or finished on a certain date in order to meet a Critical Decision point or other high level milestone. • Use this section to document constraints that the project office needs to know

39. Section 6. Dependencies (Links) • Dependency - A relation between activities, such that one requires input from the other. • Example: completion of an activity may require that another activity from outside of your WBS element be completed first. • Document any dependencies of which you are aware in the activity sheets • Refer to the master schedule to identify the logical relationships that have been defined to this point

40. Complete the Work Package Sheet • Once you have finished a sheet for each activity in the work package, the last step is to complete the work package. • Enter a work package title • WBS number at the Summary level • Max. 3-4 sentence description of the work scope • The detail will go into the WBS Dictionary • Milestones • Assumptions pertaining to the overall work

41. Milestones • The following definitions from the planning guidance apply to entering milestone levels: • Level 1 DOE • Critical Decisions • Level 2 PEP Milestone • 1 to 2 per Year • Level 3 Work Package • 1 to 2 per Quarter • Level 4 Activity (Lowest Level) • Your internal milestones to manage DOE PO NSF

42. Risk • Need to rework contingency • Document risk • Contingency >30% needs to be documented on the work package section 6. • A risk log will be created from the WP documentation • The work packages and the schedule can easily show the amount with and without contingency • Schedule contingency dropped from 12 months to 8 months

43. High Contingency Activities

44. High Contingency Continued

45. Performance Baseline PO Effort (10/24) • Change Log submitted from SSM effort • Work Breakdown Structure • WBS Dictionary • Work Packages • Contingency Analyses • Cost Books • Resource Loaded Schedule • Critical Path Schedule • Rework Schedule

46. Sample Change Log

47. Changes • What has been added to the schedule • Use the change log to identify requested external links • Document deleted activities • Document new activities

48. Change Control • “Who can do what and at what authority”

49. Sample Baseline Change Log

50. What The Project Office Needs • New Rate Table in FY08 dollars • New/Revised WBS • Microsoft Project with Internal Logic • WBS Dictionary • New/Revised Work Packages • Change log • Cost backup documentation