NCSX Management Overview

1. NCSX Management Overview Hutch Neilson, NCSX Project Manager NCSX Conceptual Design Review Princeton, NJ May 23, 2002

2. Management Highlights • Organization • Safety and NCSX • NEPA and NCSX • Quality Assurance / Quality Control • Engineering Management • Configuration Management • Contingency Management • Cost and Schedule Control • Funds Management • Reporting • Physics • Management Cost Estimate Details are documented in NCSX Project Execution Plan.

3. The Project Organization is Functioning Well • Successful PPPL-ORNL partnership will continue. • Has worked well since 1998, developed physics basis and conceptual design. • Responsibilities for fabrication project are clearly defined. • Project has high priority, strong management support at PPPL and ORNL. • DOE / Contractor “Integrated Project Team” is working well. • Members from DOE-PAO, DOE-OFES, PPPL, ORNL. • Has met at least monthly since 2000. • Planned PVR and this review. Prepared DOE acquisition documents. • Project has high visibility throughout PPPL organization. • Engineering • E.S. & H. and Infrastructure • Business Operations

4. NCSX Project Organization

5. Safety and NCSX • We are responsible for building and operating NCSX safely. • We will take advantage of PPPL’s approved (and proven) systems for doing work safely, e.g. • Requirements • Change control • Design reviews (P-010) • Work planning procedures. (ENG-032). • Analysis of job hazards. • Training (TR-001, -003, -005, -006) • Involvement of E.S. & H. professionals. We will uphold and improve on PPPL’s positive safety culture. • We will make the facility safe to operate • Assessment of hazards and mitigation via design. (P-039) • Documented safety analysis prior to operations. • ES&H reviews of design and planned operations and modifications.

6. NEPA and NCSX • Preliminary Hazards Analysis submitted. • Expect to prepare Environmental Assessment before CD-2. • Expect no significant environmental impact.

7. Quality Assurance and Control • PPPL QA organization supports NCSX project, and has assigned a QA engineer to assist the project in meeting QA/QC objectives. • Will prepare an NCSX QA Plan, implementing PPPL and ORNL QA plans, policies, and procedures, and DOE Orders. • Will participate in reviews, help develop specifications. • Will support procurement activities, e.g. inspections. • Will conduct audits of project and associated plans and procedures.

8. Engineering Management • Project Engineering Manager is responsible for designing and building NCSX to meet requirements, on schedule, and within budget. • System Engineering responsibilities include… • Requirements documentation and flow-down. • Maintaining the technical baseline. • Tracking of critical issues and risks. • Design reviews and follow-up. • Configuration management and change control processes. • Interface control and design integration. • Data management. • Operation and maintenance procedures. • WBS Managers are responsible for their systems. • They report to Project Engineering Manager. • Engineering organization will be augmented to incorporate System Engineering and Construction Management positions prior to Title I.

9. Configuration Management (I) • Technical Baseline Control • Change Control Board • Project Manager chairs • Engineering Mgr., Project Control Mgr., WBS Mgr., ES&H rep., QA rep., others as needed. • Formal control system will be implemented prior to preliminary design.

10. Configuration Mgt. (II): Control Levels • Technical changes: • Mission or technical objectives: DOE-OFES • General Requirements Document: DOE Project manager (PAO) • Other technical changes: Project Manager / CCB • Cost changes: • Project cost objective: DOE-OFES • Changes requiring use of contingency: DOE Project manager (PAO) • Other: Project Manager / CCB • Schedule changes: • Level 0 and 1 Milestones: DOE-OFES • Level 2 Milestones: DOE Project manager (PAO) • Other: Project Manager / CCB • Cost / schedule performance baseline established after prelim. design.

11. Contingency Management • Initial amount established based on assessment of cost, schedule, and technical risk factors at the subsystem level. • Use of contingency (I.e., to cover approved changes in workscope or estimates) is via change control process. • All changes involving use of contingency will be approved by DOE Project Manager (PAO).

12. Cost and Schedule Control • Work Planning and Authorization • Work Authorization Form (WAF) documents scope, schedule, cost, resource requirements, responsible individual. • All work and expenditure of project funds is authorized by project manager using WAFs. • Primary control mechanism: constant communication. • Frequent meetings of System Integration Team to identify and solve problems, manage risk, keep everyone “on the same page”. • Monthly WAF status meetings with WBS managers to plan work, monitor progress, update schedules & estimates of remaining work, flag variances and issues. • Will use PPPL’s Project Control System as a management tool. • Maintain cost and schedule baseline using Primavera software. • Aid in planning, authorizing, and tracking work. • Use to measure and report cost and schedule performance.

13. Funds Management • PPPL and ORNL (and other Labs) are funded directly by DOE. • Division of funds handled via FWP process and financial plan requests. • Industry and universities are funded as subcontractors to PPPL or ORNL. • Management reserves • Budgeted by project manager at the beginning of each year in case needed to solve problems. • Can be used to resolve approved changes requiring use of contingency arising from problems in current year’s authorized work scope, or • Can be used to authorize in-scope work scheduled for later. • Will in general be fully disbursed by mid-year. • Will be reported regularly to DOE, including semi-annual reviews.

14. Reporting • DOE cost and schedule reviews will be held semi-annually. • Project performance relative to baseline. • Changes to baseline. • Risks and contingency. • Management reserve. • Plans. • Written reports will be submitted quarterly.

15. Physics • Fabrication Project Physics responsibilities… • Physics analysis support of design and fabrication activities. • Evaluating physics implications of proposed changes. • Main focus after CD: Research PreparationResponsibilities… • Prepare analytical tools, support design of hardware tools needed for research. • Maintain physics connections, collaboration with other stellarator programs. • Plan research program in more detail, organization research forums, and start building team as operation nears. (Not in Fabrication Project Scope.)

16. Management and Integration Cost • WBS 8 Estimate • 81 Project Management and Control $3.3M • 82 Project Engineering and Integration $2.2M • 84 Project Physics $0.5M Total $6.0M Contingency: 15% • Resources • Project Mgr. & ORNL Deputy 1.0 fte • Project Control 1.0 fte • Project & System Engineering 1.2 fte • Design Integration 0.6 fte • Project Physics 0.4 fte • Clerical support 0.25 fte • Travel & Misc. M&S $250 k

17. Documentation of Management Plans • Project Execution Plan (issued for CDR) • Acquisition Execution Plan (draft issued for CDR) • System Engineering Management Plan • Data Management Plan • Document and Records Plan • Configuration Management Plan • Interface Control Management Plan • Quality Assurance Plan • Test and Evaluation Plan • Reliability, Availability, and Maintainability Plan Documents are in preparation, commensurate with need.

18. Summary: Project Management Plans • A successful project organization is well established. • DOE-Contractor Integrated Project Team is working well. • Management plans are documented and appropriately implemented for the current stage of the project. • The management plans for NCSX follow proven models for successful project execution.