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Project Management Plenary Session P2

v6. Project Management Plenary Session P2. Henry Heetderks (LBNL) Project Manager DOE CD-3 Review May 17-19, 2016. Outline. WBS, Management Strategy Schedule Summary and DESI Status Cost Summary Earned Value Management Risk Management Major Reviews EH&S CD-3 Preparation Status

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Project Management Plenary Session P2

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  1. v6 Project ManagementPlenary Session P2 Henry Heetderks (LBNL) Project Manager DOE CD-3 Review May 17-19, 2016

  2. Outline • WBS, Management Strategy • Schedule Summary and DESI Status • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2

  3. Outline • WBS, Management Strategy • Schedule Summary and DESI Status • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2 H. Heetderks – P2 Slide 3

  4. The Block Diagram shows the subsystems schematically We have created a schematic representation of the instrument installed on the Mayall H. Heetderks – P2

  5. DESI System -- WBS 1.0 H. Heetderks – P2

  6. WBS 1.2 – Corrector OpticsL2 Mgr: P. Doel (UCL) 1.2.1 Corrector Activities Management (UCL) 1.2.2 Corrector baseline dev’t and performance char. (LBNL) 1.2.3 Lens manuf plan dev’t & vendor select (LBNL) 1.2.4 Lens procurement (LBNL) 1.2.5 Lens Coating Development (UCL) 1.2.6 Lens cell procurement (UCL) 1.2.7 Mounting lenses in cells (UCL) 1.2.8 Mount lens cells in barrel (UCL) 1.2.9 Ship, Assy, Test (UCL) Univ CollegeLondon / LBNL Text in blue shows WBS elements with substantial non-DOE funding H. Heetderks – P2

  7. WBS 1.3 -- Cage, Ring, & Barrel L2 Mgr: G. Gutierrez (FNAL) 1.3.1 Cage and Barrel Management 1.3.2 Corrector Barrel Assembly 1.3.3 Cage & Ring Assembly 1.3.4 Hexapod 1.3.5 Cage Electrical Controller and Interface 1.3.6 Cage & Corrector GSE 1.3.7 Integration and Testing Fermi NationalAccelerator Lab Text in blue shows WBS elements with substantial non-DOE funding H. Heetderks – P2

  8. WBS 1.4 -- Focal Plane AssyL2 Mgr: J. Silber (LBNL) 1.4.1 Focal Plane System Mgnt (LBNL) 1.4.2 Focal Plate Structure (Mich) 1.4.3 Fiber Positioner Development (LBNL) 1.4.4 Fibre Positioner Production (Mich) 1.4.5 Fibre View Camera (Yale) 1.4.6 Guide, Focus, Align’t Sens (Barcelona) 1.4.7 GFA Software (SLAC) 1.4.8 Thermal Enclosure (LBNL) 1.4.9 Focal Plane I&T (LBNL) 1.4.10 FPS Delivery and Verification (LBNL) LBNL with Others I&T LBNL Barcelona Group (Spain) / SLAC Yale Michigan, EPFL (Switzerland) Text in blue shows WBS elements with substantial non-DOE funding H. Heetderks – P2

  9. WBS 1.5 -- Fibre SystemL2 Mgr: Ray Sharples (DU) C. Poppett (LBNL) 1.5.1 FibreSystem Management (DU) 1.5.2 ProtoDESI Optical Fibre (DU) 1.5.3 Optical Fibre (DU) 1.5.4 Splicing System Procure and Train (LBNL) 1.5.5 Positioner Fibre Assy (LBNL) 1.5.5 Fibre Spool Box Assy (LBNL) 1.5.6 Fibre Cable (DU) 1.5.7 ProtoDESI Output Termination (DU) 1.5.8 Slit Assy Development (DU) 1.5.9 FibreFocal Plane I&T (LBNL) 1.5.10Fibre Quality Assurance (DU) Durham Universitywith LBNL Text in blue shows WBS elements with substantial non-DOE funding H. Heetderks – P2

  10. WBS 1.6 -- SpectrographsL2 Mgr: P. Jelinsky (LBNL) 1.6.1 Spectrographs Mech Management (OSU) 1.6.2 Requirements & Management (LBNL) 1.6.3 Spectrograph Components & Procurement(LBNL) 1.6.4 Engineering Requirements and ICD's (LBNL) 1.6.5 EM Spectrograph Subassys (OSU) 1.6.6 Spectr Prod Unit Subassy’s Procure (OSU) 1.6.7 Spectrograph Prod Units Fab and I&T (Var) 1.6.8 Cryostats (CEA) 1.6.9 Detectors and Electronics (LBNL) 1.6.10 Calibration System (AMU) 1.6.11 Spectrograph Support Rack (OSU) 1.6.12 Shipping, and Handling Equipment (OSU) 1.6.13 Spectrograph Test Equipment (LBNL) 1.6.14 Ship to Telescope Site and Verify (Various) LBNL with CEA and AMU (France), Ohio State Univ. Text in blue shows WBS elements with substantial non-DOE funding H. Heetderks – P2

  11. WBS 1.7 -- Instrument Control System L2 Mgr : K. Honscheid (OSU) 1.7.1 ICS Project Management 1.7.2 Infrastructure Software 1.7.3 Databases 1.7.4 Observation Control 1.7.5 Observer Console and User Interfaces 1.7.6 Guider, Focus, and Alignment Control 1.7.7 Fibre Position Control System 1.7.8 Instrument Monitor & Control System 1.7.9 Image Processing 1.7.10Quick Look and Data QA Framework 1.7.11Mayall Telescope Control Sys Int’f 1.7.12Hardware and Software Licenses 1.7.13Integration Ohio State University WBS 1.7 is entirely DOE funded H. Heetderks – P2

  12. WBS 1.8 and WBS 1.9 WBS 1.8 -- Science Data Analysis L2 Mgr: S. Bailey (LBNL) LBNL, NYU, Univ of Utah, Durham Univ, Siena College, ETH Zurich, Brookhaven 1.8.1 Management of Data Systems 1.8.2 Target Selection Pipeline 1.8.3 Survey 1.8.4 Spectroscopic Pipeline 1.8.5 Data Transfer, Archive and Distribution 1.8.6 Data Systems Integration WBS 1.9 -- System Level Assembly, Integration, and Test L2 Mgr: R. Besuner (LBNL) LBNL with NOAO 1.9.1 AI&T Management (LBNL) 1.9.2 Mayall Preparation (NOAO) 1.9.3 Installation, NOAO (NOAO) 1.9.4 Installation, non- NOAO (LBNL) 1.9.5 Commissioning, non-NOAO (LBNL) WBS 1.8 and 1.9 are entirely DOE funded H. Heetderks – P2

  13. The DESI Level 2 Managers have extensive experience in their subsystem areas • DESI-1264 contains the WBS Dictionary H. Heetderks– P2 H. Heetderks – P2 Slide 13

  14. Proactive Management Strategy based on OPA compliant EVMS system will deliver DESI in scope, on time, and within budget • EVMS provides timely reporting of project status and cost and allows issues to be identified before they threaten scope, cost, or schedule • DESI’s Risk Management Process assures that risks are identified, mitigated, and managed, and potential costs accounted for • Open communication between team members insures that DESI development moves forward on schedule and in cost • Weekly status, schedule and costing meetings with level 2 managers (DESI Tech Board) -- Tech Board reviews schedule, serves as Risk Board and CCB • Weekly Engineering meeting • Weekly meeting with Project Office and Science Spokespersons • Regular technical meetings with the optics group, the focal plate effort, Spectrograph development, fibre activity, and Mayall interface • Weekly or bi-weekly meetings with major vendors • Ad hoc as well as weekly meetings with collaborators • We report status to DOE via a monthly report and teleconference, and to LBNL management via a bi-weekly meeting with the Associate Lab Director H. Heetderks – P2

  15. Outline • WBS, Management Strategy • Schedule Summary and DESI Status • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2

  16. DESI is Managed to the Baseline Schedule Defined in EVMS • CAM’s identified; baseline approved: control account plans and work authorizations have been signed • Baseline Schedule is defined • EVMS data generated from March 2015 to present • Six Baseline changes approved up to April, 2016 • Formal reporting into PARS-2 since CD-2 approval in September, 2015 • P6 schedule is used for detailed tracking and management of the DESI project • Cost and Schedule Performance Indices show that we are executing to the plan H. Heetderks – P2

  17. DESI Hardware Development is Structured around Major Milestones H. Heetderks – P2

  18. Top Level Schedule shows status of DESI hardware development

  19. Top Level Schedule (Continued)

  20. Top Level Schedule (Continued)

  21. Top Level Schedule (Continued)

  22. Top Level Schedule (Continued)

  23. Top Level Schedule (Continued) Procured Items Received -- 30% Items on Order --------------- 37% Orders Ready to Place ----- 28% Items not Fully Defined ----- 5%

  24. Top Level Schedule (Continued)

  25. Top Level Schedule (Continued)

  26. 1.4-1.5 Focal Plane and Fiber Near Critical Path, 17 days float through delivery of focal plane 1.6 Spectrographs Critical Path, zero float through delivery of spectrographs. 1.9 Integration and Test

  27. Outline • WBS, Management Strategy • Schedule Summary • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2

  28. Non-Federal Funding has enabled DESI to begin critical long lead activities in the current constrained funding climate “To Go” from Sep-2015 only • DOE Project Funding • Non-Federal DESI Funding • Foundation support for corrector fabrication • Foreign collaborator in-kind support • Common Fund (foundation contributions and collaborator university in-kind and cash contributions as “buy-in,” held and managed by UCB) H. Heetderks – P2

  29. Project Cost Summary (TY$K) (PEP Table 6) As of Mar, 2016: 13% complete 87% Cost to Go H. Heetderks – P2

  30. Non-DOE funding in early phase has allowed DESI to begin and buy down risk 1 Month 12 Months H. Heetderks – P2

  31. Non-DOE funding Accounts nearly half of labor in the first two years of the project Note that FY15 has 1 month so staffing is near FY16 Annual FTE (= Person Year) Profile H. Heetderks – P2

  32. P6 data shows TPC is roughly split between labor and materials H. Heetderks – P2

  33. Cumulative Cost plus Obligations with Proposed Funding $14M Contin. Proposed Funding Cost + Obligations H. Heetderks – P2

  34. Foreign In-Kind Contributions have been evaluated and contribute to risk based contingency analysis H. Heetderks – P2

  35. Common Fund and US In-Kind Support provides the remainder of the non-federal funding H. Heetderks – P2

  36. Funding Summary: DOE + non-DOE from P6/Cobra Then Year $K (escalated) H. Heetderks – P2

  37. Outline • WBS, Management Strategy • Schedule Summary and DESI Status • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2

  38. EVMS timely reporting of project status allows issues to be identified before they threaten scope, cost, or schedule • DESI’s Earned Value Management System is architected in LBNL’s OPA certified EV system • Most recent acceptance review was completed in August 2014 • Current P6 schedule contains 3011 activities • 77 control accounts established for DOE scope (29 OPC, 48 TEC). DOE project reporting established at WBS Level 3, totaling 54. • CPR’s generated for March, 2015 through present with variances responded to and reports submitted • SixBCP’s have been processed to date: • BL001 -- Adds the Prototype Wedge (Wedge #0); increase by $250K • BL002 -- New labor and overhead rates at LBNL; decrease by $312K • BL003 -- Schedule adjustments; add engineering; increase by $501K • BL004 -- New labor rates at FNAL; increase by $120K • BL005 -- Add engineering, move procurements forward; increase by $990K • BL006 -- Restructure Winlight payments; less costly DPM; decrease $1,595K • Total Contingency Used: ($46K) H. Heetderks – P2

  39. DESI CAM Structure ensures control and management at institutional and technical levels H. Heetderks – P2

  40. EVMS variances at WBS level 2 for the entire project will be addressed in individual breakout sessions • EVMS has been on line with reporting into PARS-2 since CD-2 • Performance Indices: SPI=0.93, CPI=1.06 -- Project is executing to baseline Data reported with project at BL-006 SPI = Schedule Performance Index CPI = Cost Performance Index H. Heetderks – P2

  41. Schedule and Cost performance indexes are tracked monthly DOE Funded DESI Performance Indices H. Heetderks – P2

  42. Outline • WBS, Management Strategy • Schedule Summary and DESI Status • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2

  43. DESI has an Active Risk Management Process • Risk Management plan is released (DESI-0324) • More detailed discussion in Management Breakout • The Risk Registry currently tracks 67 active risks (DESI-0376) • 35 Risks have been retired • Two Red Risks (high) have been demoted to Yellow (medium) or Green (low) since CD-2 • The component of contingency needed to offset the listed risks with 90% confidence is calculated from a Monte Carlo over the risk items • The following slide shows a summary of the Major Risks H. Heetderks – P2

  44. Summary of Leading Risks (from risk registry DESI-0376) shows risks are identified and well controlled H. Heetderks – P2

  45. Outline • WBS, Management Strategy • Schedule Summary and DESI Status • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2

  46. All Previous Review Recommendations have been addressed; Most are Closed • CD-2 IPR Review (28-30 July, 2015) • IPR Final Review Panel Report is posted: (DESI-1386) • 20 Recommendations • Hold more CAM training and EVMS practice • Consider breaking CAM accounts to lower level • Run life testing with multiple positioners • DESI Project Response Posted: (DESI-1387) • All Recommendations addressed (positioner life testing being set up) • Final Design Reviews held for all major subsystems except WBS1.9, I&T and Commissioning • All major elements addressed • Reviews covered requirements, final design status, analysis, safety, readiness for construction • Total of 21 reviewers and 35 speakers • All external reviewers gave very thorough evaluations of the project • Relatively few recommendations • All Recommendations have been addressed H. Heetderks– P2

  47. Technical Final Design Reviews have been held for major subsystems FDR’s are addressed in the individual breakout talks H. Heetderks – P2

  48. All Previous Review Recommendations have been addressed; Most are Closed (continued) • CD-3 Laboratory Director’s Review (20-22 April, 2016) • Final Review Panel Report is posted: (DESI-1968) • 21 Recommendations, include: • Clarify plans for 6 vs. 10 petal / spectrograph decision [4, 18] • Include safety plan specifically addressing the disassembly and reassembly of the Mayall telescope; Clearly state safety chain of authority [12, 13, 21] • Expand use of accruals (This will be discussed in the Management B.O.) [14] • Conduct added CAM training and vet project EVMS compliance [15] • DESI Project Response Posted: (DESI-1963) • All Recommendations addressed • Document DESI-1962 summarizes the status of all recommendations from the reviews discussed H. Heetderks– P2 May 2016 DOE CD-3 Review Slide 48

  49. Outline • WBS, Management Strategy • Schedule Summary and DESI Status • Cost Summary • Earned Value Management • Risk Management • Major Reviews • EH&S • CD-3 Preparation Status • Summary H. Heetderks – P2

  50. Environmental Health & Safety is the responsibility of every DESI team member starting with the PD • LBNL has a strong safety culture • See DESI Safety Officer Martha White’s talk in BO5.3 • See Kitt Peak Safety Officer Tammie Lavoie’s talk in BO5.4 • HAR (DESI-1842) has been developed with input from all Level 2 Managers as well as PD, PM, and SE • DESI has built on lessons learned from DECam experience at FNAL and at NOAO / CTIO to develop procedures for DESI assembly • Each DESI venue has a safety program in place; local safety rules will apply where procedures are performed • Martha White, the LBNL Safety Officer, maintains close communication with Kitt Peak Safety Officer, Tammie Lavoie H. Heetderks – P2

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