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Status of the ITER Project Norbert Holtkamp PDDG Nominee September 11, 2006

Get an overview of the ITER Project's mission, collaboration, procurement sharing, project schedule, and the status of the ITER Organization. Presented by Norbert Holtkamp at the SOFT Symposium in Warsaw in 2006.

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Status of the ITER Project Norbert Holtkamp PDDG Nominee September 11, 2006

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  1. Status of theITER ProjectNorbert HoltkampPDDG NomineeSeptember 11, 2006 Norbert Holtkamp, SOFT Symposium, Warsaw 2006

  2. Short Bio • Norbert Holtkamp • Born Nov. 23, 1961 • Studied Physics in Berlin, Darmstadt and SLAC ('82-'88,'89-'91,'91); PhD at TU Darmstadt 1990. • DESY '92-'98 • FERMI National Accelerator Lab, '98-'00 • Oak Ridge National Lab, Jan '01- Aug ‘06 • Married, two children (15, 18) Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  3. The Spallation Neutron Source • SNS is funded through DOE-BES and has a Baseline Cost of 1.4 B$ • SC linac • Single ring ready for 1.3 GeV • One target station • The peak neutron flux will be ~20–100x ILL • SNS had first beam on April 28 and began user operation right after. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  4. Content • ITER International Organisation (IO) • Procurement Sharing • Staffing • Project Schedule • Relationship between IO and Domestic agencies (DAs) • Design Review • Licensing • Summary Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  5. The Mission • Demonstrate up to steady state fusion power production. • Plasma makes 10x more power than needed to run it. • Study and optimise plasma behaviour. • Have dimensions comparable to a power station. • Produce about 500 MW of fusion power. • Demonstrate or develop all the new technologies required for fusion power stations, except materials endurance. • Require go through licensing and construction. • Operate for about 20 years. • Cost about €5bn to construct (over 9 years) and €5bn to operate (about 20 years) and decommission. Cadarache Site The ITER building Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  6. The Genealogy of ITER Courtesy: S. Chiocchio Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  7. ITER Collaboration • For its size and cost and the involvement of virtually all the most developed countries, representing over half of today world’s population ITER will become a new reference term for big science projects. • The ITER project is one of the world’s biggest scientific collaboration. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  8. CENTRAL SOLENOID MODEL COIL VACUUM VESSEL SECTOR Radius 3.5 m Height 2.8m Bmax=13 T 0.6 T/sec Double-Wall, ± 5 mm REMOTE MAINTENANCE OF DIVERTOR CASSETTE Attachment Tolerance ± 2 mm BLANKET MODULE HIP Joining Tech REMOTE MAINTENANCE OF BLANKET TOROIDAL FIELD MODEL COIL 4 t blanket sector ±0.25 mm DIVERTOR CASSETTE AND PFCs Height 4 m Width 3 m Bmax=7.8 T 20 MW/m2 Key Technology Projects Completed In The Design Phase Largely Ending 2001 Cost ~ 600 M$ Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  9. Procurement Sharing Example for the Procurement Sharing Agreements Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  10. The ITER site Magnet power convertors buildings Cryoplant buildings Hot cell Tokamak building Tritium building • Will cover an area of about 60 ha • Large buildings up to 170 m long • Large number of systems Cooling towers Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  11. Status of the ITER Organisation • Presently there are still three JWS: IPP-Munich, JAEA-Naka and CEA Cadarache • Worksites will be closed by the end of the year. • People already transitioning per many to Cadarache on a interim basis with the intend to become employees as soon as possible. • Final ITER agreement underway: • Agreement accepted by negotiators April 1st. • Documents were initialed May 21st. • Documents are to be signed on Nov 21st. • After that ITER should become an (interim) legal entity and should execute all function of a legal body. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  12. ITER Organisation Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  13. The Scope, the Schedule and the Cost of ITER • The Scope: Is clear. • The Schedule: Begin construction in 2007 and have first plasma In 2016. • The Cost: 3.578 kIUA (~5.000 M€) • + 80 kIUA R&D • + 188 kIUA Operation/year • + 281 kIUA for deactivation • + 530 kIUA for decommissioning Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  14. The International Organisation as a Legal Entity • What do we (IO) need to do: • Staff regulations • Draft document finalisation proposals to be made to Interim Council (IC). • Employment conditions to be clarified. • Salary calculation to be finalised (pensions, etc) • Project Resource Management Rules • Draft document finalisation proposals to be made to IC. • Financial regulations and procedures to be written. • Budget for 2007 to be presented within these rules. • Site support agreement • Details to be developed and agreed upon between IO and Host • Headquarters agreement • Details to be developed and agreed upon between IO and French government • What do the parties have to do: • Proposals to be agreed directly after signature on November 21, 2006.  very important step for the organisation. • Put a provisional agreement in place before final ratification next summer. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  15. Near Term Technical Targets • Technical: • Clearing of the construction site and preparation for road and utility connections. • Call for tenders of superconducting strands through Domestic Agencies (by end 2006). • Technical specifications for call for tenders for fabrication of vacuum vessel, superconducting coils, building & excavation design. • Completion of Preliminary Safety Report (submission end 2007). • Development of a consistent IPS and Procurement schedule Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  16. Licensing • Is on the critical path of the project to start construction. • An English version of the draft preliminary safety report (RPrS) has been provided by the European Participant Team and is under review. Extensive work with a strong support of the EUPT/Host is needed to submit RPrS by the end of 2007. • New European regulations for pressurized equipment could significantly affect the design and procurement. Support by experts with the knowledge of technical and administrative practice in construction is urgently needed for clarification of the implementation requirements. These issues is being addressed by an International Codes & Standard Working Group during autumn. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  17. Integrated Project Schedule LICENSE TO CONSTRUCT TOKAMAK ASSEMBLY STARTS FIRSTPLASMA ITER IO 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 EXCAVATE Bid TOKAMAK BUILDING Contract OTHER BUILDINGS Complete blanket/divertor Construction License Process Complete VV First sector TOKAMAK ASSEMBLY Install CS Install cryostat PFC COMMISSIONING Vendor’s Design Bid MAGNET Contract PFC TFC CS Last TFC Last CS fabrication start Bid VESSEL Contract First sector Last sector Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  18. Staffing Plan Boundary condition • Respect the budget envelope agreed in JIA coming still from the FDR: 477 k IUA (=~1800 PPY and ~2760 SPY) during the construction period (9 years). • Review the staffing requirement in a few years and after the design review when the resource-loaded schedule is developed. • Impact since 2001: • 7 Parties not 3 • Many split procurements • Some of the R&D from the FDR is not finished • Worldwide: ~ 3000-4000 people working on ITER Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  19. Team Build-up • Truly International Organization with the need of a balanced employment between parties across the organisation. • Short term: Smooth transition to new Organization • Fill the organisational structure from the top and the bottom. • Major influx of staff to Cadarache JWS from Garching and Naka JWSs in September, and remainder in December. • Around 25 new members for the “urgent” positions to join Cadarache JWS by September-December. • Recruitment by IO also of supporting staff to start December 1st. • 150 professional staff by end 2007. • Long term: Ensure a smooth transition of staff across different phases of the project: DESIGN-CONSTRUCTION-INSTALLATION-COMMISSIONING-OPERATION • ITER within the collaboration has access to 70% of the world population. We need to find the best and the brightest within this pool. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  20. Staff Ramp Up Projection Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  21. Budget Profile Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  22. General Roles & Responsibilities for Construction • ITER IO • Planning/Design • Integration / QA / Safety / Licensing / Schedule • Installation • Testing + Commissioning • Operation • Parties – DA • Detailing / Designing • Procuring • Delivering • Support installation • IO and all parties plus Fusion community work together on Exploitation of ITER. ITER IO coordinates and participates in the program (e.g.: TBM). Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  23. The Relationship of the International Team and the Domestic Agency • The IO • Spends time in the DA and surveys progress with suppliers. • Can agree field changes within cost and schedule contingency without consulting IO. • Controls the design. • Integrates the subsystems. • Provides the tools and the manpower to manage the project. • Installs and tests the subsystems. • Operates ITER. • The Domestic Agency • Delivers cost, schedule and performance information to the FTL. • Provides FTL and staff with an office. • Executes the design, procurement and tests. • The FTL • The FTL submits cost, schedule and performance info each month to the project office (PO). • Reports all other necessary and useful information to the PO or the leadership team. • Communicates any schedule variance, scope changes, scope variances or potential issues. • Guided by the PO the FTL develops a risk matrix in which potential threats are tracked. Estimates on potential cost or schedule variances are given to the PO as well as mitigation plans and strategies that the FTL develops in close collaboration with the DA. • Ensures all relevant documents are transmitted to the DA from the ITER Organisation. • Ensures consistency of procurement packages, designs prepared by the DA, and ITER specifications. • Uses staff from the existing technical divisions in the ITER Organization, preferably those ultimately responsible for the installation, testing and operation of the component. PDDG PO Tech. Eng. FTLQAPM DA Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  24. The Design Review: Status • Today different procurement packages are defined to a different extent. • The scope of the ITER design is sufficiently defined so that • Their value is / can be estimated • Presently a review process is in place limited largely to the International team. • The foreseen design review in this context is a continuous process over the next one to two years involving all parties. • Goal is to have a 2007 baseline late spring Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  25. The General Charge for the Design Review • Identify all systems that are not designed yet or are still in the conceptual stage. • Starting from the 2001 design report, identify all systems that have integration or technical issues which need to or should be resolved before a procurement specification can be assembled. Identify the issues and a path forward for resolution. • Identify areas, concepts and technical designs where recent R&D results indicate a possible performance problem or an unacceptably high manufacturing cost. Identify issues and path for resolution. • Identify areas, concepts and technical designs in which recent R&D results would benefit the design technically, schedule or cost-wise. • Prioritize open issues with respect to scope, schedule and cost impact and identify and implement solutions in the order of priority. The integration group will provide a risk assessment document that will guide the risk assessment in terms of scope, schedule and cost, and assign a priority number. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  26. Design Change Integration • Overall budget is fixed -> changes which lead to cost increases, work or designs identified as not finished or any other task that requires budget and was not foreseen before, need to be offset: • Quantify the monetary, scope or schedule impact of the change, as well as the man-hours needed for integration and who is supposed to provide them. • Clarify the impact on other WBS elements as precisely as possible. • Clarify whether the cost increase is a result of changes/conditions imposed by a Party. • Design Change Proposals are to be accompanied by: • proposed offsets in kind to keep the Total Project Cost (TPC) constant. • proposed offsets in terms of scope (scope increase in one WBS versus scope decrease in another). • proposed offset using contingency. • flagging of imposed changes and information management in order to contact the Party. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  27. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  28. The Technical Advisory Group • Reports to the DG and PDDG. • Members appointed by the DG for 3 year term + 3 year extension. • Members supposed to accompany the design review process and the build up of the IO. • Advice will cover technical, managerial and organizational aspects to help the DG and PDDG to successfully manage the project. • Membership is12-15 and will be recruited from the International science community. • The reports will be public. • Recommendations will be tracked and reported on in subsequent reviews. • At least 2 meetings per year. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  29. Charge for the Design Progress Review Dec. • Is the physics baseline established and documented well enough? Is the technical baseline consistent with the physics requirements? • Is the manpower sufficient for this stage of the project? Is the distribution of manpower appropriate? • Is the overall schedule consistent and sufficiently well established for this stage of the project? Is there sufficient schedule contingency? • Is the organization of ITER maturing and developing fast enough to be able to launch into construction in the very near future. Which parts of the organization should be improved and how in order to support the construction project? • Is the civil construction on track for construction start in 2009? • Are the business systems in place to handle scope, schedule and cost of the ITER construction project? • Are the safety and civil construction aspects properly addressed for this stage of the project? Where are the highest vulnerabilities? • Is the design review process appropriate to address all technical, scope, schedule and cost aspects of the project? How can it be improved? • All other general recommendations Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  30. The Design Progress Review, Dec 12-15 Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  31. Participation in ITER • Attract the best qualified people to the IO - send us your CV (see ITER web site). • Share responsibility for success with the Domestic Agencies by ensuring joint aim is mutual success on time and within budget. • Involve all Parties’ fusion researchers actively in preparing for ITER operation, as well as in developing diagnostics, heating and current drive systems, and test blanket modules. • Encourage researcher’s ownership of the ITER design by participation in the design finalisation process through the design review. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  32. Role of ITER IO Outside of Construction • Test Blanket Modules • IPC-8 in Goa asked for establishment of Ad hoc group on TBM programme. • Terms of reference were prepared by DGN/ITER. • Members are nominated. • First meetings have occurred. • All parties confirmed interest to participate in TBM testing program, which is outside of ITER construction. • Agreed to prepare qualification programs • Cooperate to finalization of optimized test program for 6 TBM’s / 3 ports. • Each party prepares proposal with: • clarification of Party-ITER mutual obligations. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  33. Conclusions • The ITER Organisation is imminent and final preparations are underway to make it effective at the earliest opportunity. • The Parties are aware of their budget and staffing obligations and are making progress in satisfying them. • The project team is coming together in Cadarache. • The design review has begun in September which will strengthen involvement of all stakeholders, DAs and project team members. Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

  34. Summary • ITER organisation is still in a transitional phase. • Very important to establish Legal entity as soon as possible to effectively execute all task of a construction project. • Recruiting and strengthening the team is a prime concern. • Holding cost and schedule is important to gain trust with the parties and thrust for the project. • Executing the Design Review effectively to establish new baseline and involve world community is necessary • A whole bunch of luck will be required too… Norbert Hotlkamp, SOFT Symposium, Warsaw 2006

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