Cost, Schedule, Management

1. BLIP Raster Review Cost, Schedule, Management Kerry Mirabella September 12-13, 2013

2. Outline • Introduction to Project Controls / C-AD • Cost and Schedule Chronology/Methodology • Work Breakdown Structure (WBS) • Preliminary cost estimate and assumptions • Manpower • Schedule • Milestones • Configuration management system • Risk • AIP Management • Summary

3. Project Controls • 50+ years experience combined • Kerry Mirabella, PMP • documents, scope, DOE interface • Bob Van Wormer • schedules, status, baseline management • Critical Decision Projects worked together at BNL • SNS ($325.0M) BES funded • EBIS ($19.3M) ONP and NASA funded • Prior to BNL • Fairchild Republic: DOD funded aircraft manufacturing • Airborne Instruments Lab: DOD funded aircraft electronics systems

4. Collider-Accelerator personnel

5. Cost Estimate and Schedule Chronology • System experts’ bottom up estimates in ‘13 $ in Excel • Summary schedule developed • Microsoft Project 2010 software adopted as the Raster AIP cost and scheduling tool. • Tasks entered and resources applied • Identification of task dependencies in process • High level milestones included • Next: • Create inter-subsystem logic • Iterate schedule to fit funding profile • Monitor critical path • Continue adding milestones and tasks

6. Estimate • Tasks defined and estimated by those who will manage/perform the effort, using an agreed-to scope of work

7. Rates and overheads • Departmental Rates and Overheads • Labor rates based on C-AD average salary by category • Departmental overhead costs distributed as a % of direct labor Chairman’s Office Administration ESSH&QA • Laboratory Rates and Overheads include • G&A • Material burden

8. Contingency Guidance Estimated for each task.

9. WBS structure Organized by subsystem, each with its own manager, allowing direct accountability for cost and schedule. Cost accounts planned at level 2 or lower, as determined by the subsystem managers.

10. Project Schedule The data from the excel estimates was transferred to Microsoft Project and dependencies and durations were added. All changes to scope, tasks, dates or rates now take place in the schedule.

11. Progressive Elaboration Currently at 275 tasks, the schedule will be progressively elaborated as design details and installation plans become clearer along the road. Our plan is to have a very detailed look at a 3-4 month window.

12. Preliminary Cost & Contingency by WBS

13. Assumptions for cost and schedule • BLIP Raster is a proposed effort, but the following assumptions were made within the schedule. • Raster is approved by Oct 15 2013. • 2 Designers available and assigned to Raster fulltime Nov 1 2013. • BLIP shuts down 7/31 each year and restarts 12/1 each year. • The cost and the funding plan shown in the Execution plan is based on the above. Changes to the assumptions or funding plan may change the cost, schedule and milestones.

14. Resources 98% of the labor is within the C-A department. Labor dollars account for 62% of estimated dollars (without contingency).

15. Critical path With six months of float to the proposed Project completion milestone in 3QFY17 there is no critical path. There are currently 4 tasks with the potential to delay the early finish milestone of 12/31/16 (aka “longest path”). Free Slack: The amount of time a task can be delayed without delaying its successor tasks. Total Slack: The amount of time a task can be delayed without delaying the project

16. Milestones for reporting progress

17. Milestones for us

18. Risk

19. Proactive management of Risk • Few people in C-AD have only one job, or one boss. So for Raster we’ve done the following: • Requested and received assurances that • the PM, Rob Michnoff will be attached to Raster 40-50% of his time till project completion. • the electrical lead, Arlene Zhang, and the mechanical lead, Chris Cullen, will each spend 40-50% of their time on Raster for at least the first 6 months • 2 Designers will be assigned with Raster as their first priority through March 2014. • We plan to make similar requests every few months, with a detailed labor plan as backup.

20. AIP Management- a recent chronology • Prior to 2009 • RHIC AIP $ funded equipment purchases and only a small fraction of labor • No management effort included in estimates • No contingency dollars included in estimates • 2009 • The arrival of ARRA funds from ONP came with a request for Execution plans for E-Lens and Stochastic Cooling AIPs. • The Execution Plan for Small Projects was developed with attachments for the AIPs. • Resource loaded schedules and milestones were created, and statused.

21. AIP Management (2) • Quarterly reports were developed • Monthly status telecons are held with ONP, with Site Office often in attendance • 10/2010 - ONP AIP status review • 10/2012 – Medical Isotope Research and Production becomes part of C-AD • 03/2013 – ONP requests management documents for BLIP Raster • 03/2013 – Wolfram Fischer named as AIP Manager • 04/2013 – Accelerator Test Facility and Muon Accelerator groups join C-AD • 04/2013 - ONP AIP status review

22. Project Status status requests in excel put the schedule in everyone’s hands each month. Highlighted cells point out the info needed now.

23. Configuration Mgmt online system

24. Summary • Scope/deliverables are defined and understood. • Risks have been identified and are being addressed. • Contingency at 25% appears adequate at this stage. • The schedule will continuously evolve and be statused. • A dedicated team of people have been assigned to the project. • We’d love ONP’s approval to begin.