Project Management Paul Aden

UK Time Line Initial discussions in September 2013, IVC in Paris UK IKC Funding announced in 2014 Vacuum Test Facilities –UK first IKC July 2015 Work on LWU scope, plan costing etc. started in July 15 PDR November 2015 Prototype Designed and Ordered November 16 Business Case signed in December 2015 –Green light to start work Design work started in earnest January 16 Specification finalised in CHESS March 16 –ESS Internal Mini Review passed in May 16

Current Status Specifications Agreed Technical Annex –Agreed between MJF & PA CAD models produced Mechanical drawing packages awaiting approval Tender process to begin imminently Prototype built –Still requires passing through the cleanroom Governance Board in place –First meeting scheduled to meet in 20 th July –Then Quarterly

Schedule

BTM Assembly Schedule Magnet Deliveries Differential Pumping System 2 Installation Cleanrooms Differential Pumping System 1 Elliptical Prototype Spoke Prototype BPM Deliveries BTM Design BP Assembly LWU Assembly Tunnel available (May 2017) CDR 20 June DL LWU by March 2019

Schedule Has already been impacted by; Change to ESS delivery timescale –Final Delivery moved from Oct 19 to March 19 –Corrected by reducing QTY of LWUs to be particulate counted –Also due to moving start date of manufacture forward using pre-series & OM framework Magnet Delivery timescales moving BPM time scales recently slipping Therefore there is now very little time contingency

Milestone Status MilestonesDates DescriptionAgreed BaselineExpectedComplete 1 Project Start Date 13/10/15 2Scope Competition Oct/15 3 Elliptical BTM Preliminary Design Review Nov/15 4 Prototype Delivery Mar/16July/16 5 Critical Design Review 20/06/16 6First Tender StartsJuly 16 7 Production Beam Pipe Units Build Start Oct/16 8 2nd CDRDec 16 9 First Cleanroom DeliveredDec 16 10Production LWU units build startJan/17

Delivery Plan High Level Build Plan Storage or items whilst waiting for magnets –Still to be discussed

Agreed Delivery Dates MilestoneBeam Pipes CompleteLWUs Complete 30/01/ /07/ /01/ /07/ /01/ /07/ Total5274 Miles stones as agreed in the technical annex

In Kind Deliveries BPM Deliveries –Fundamental to the vessels –Late deliveries will result in delays in the schedule

BPM Delivery Dates Task NameBPM Type / Pipe IDFinish 20 Pickups100mmWed 31/08/16 20 Pickups 100mm Fri 30/09/16 20 Pickups100mmMon 31/10/16 20 Pickups100mmWed 30/11/16 20 Pickups100mmFri 30/12/16 20 Pickups100mmTue 31/01/17 20 Pickups100mmTue 28/02/17 20 Pickups100mmFri 31/03/17 20 Pickups100mmFri 28/04/17 20 Pickups100mmWed 31/05/17 20 Pickups100mmFri 30/06/17 20 Pickups57.1mmMon 31/07/17 20 Pickups57.1mmThu 31/08/17 20 Pickups57.1mmFri 29/09/17 20 Pickups100mmTue 31/10/17

In Kind Deliveries BPM Deliveries –Fundamental to the vessels –Late deliveries will result in delays in the schedule Magnet Deliveries –Required however mitigation can be in place for late deliveries –LWUs designed to allow magnets to be fitted at ESS

Magnet Delivery Dates Original Delivery datesDecember 15 dates26th April 16 Dates Q52+105/09/2016 Q6,C6 X128/02/2017Q6,C6 x 520/06/2017 Q62+105/09/2016 Q6,C6 X 327/04/2017Q7 X 618/08/2017 Q /02/2017 Q6,C6 X 513/06/2017Q6,C6 X 625/10/2017 Q /04/2017 Q6,C6 X 525/07/2017Q6,C6 X 608/01/2018 Q /06/2017 Q6,C6 X 505/09/2017Q6,C6 X 614/03/2018 Q /07/2017 Q6,C6 X 517/10/2017Q6,C6 X 621/05/2018 Q /09/2017 Q6,C6 X 528/11/2017D1 X 201/06/2018 Q /11/2017 Q6,C6 X 509/01/2018Q8, C8 X301/06/2018 Q /01/2018 Q6,C6 X 520/02/2018Q5,C5 X 629/06/2018 Q /03/2018 Q6,C6 X 503/04/2018Q6,C6 X 626/07/2018 Q /05/2018 Q6,C6 X 508/05/2018Q5,C5 X 711/09/2018 Q /06/2018 Q8, C8 X 316/05/2018Q6,C6 X 602/10/2018 Q /08/2018 D1 X 216/05/2018Q6,C6 X 707/12/2018 Q8, D16, 4, 213/02/2017 Q7 X 625/07/2018 Q5,C5 X 110/08/2018 Q5,C5 X 517/10/2018 Q5,C5 X 523/10/2018

In Kind Deliveries Both of the dates for these items have been pushed back since the project plan presented here was first produced. New BPM delivery dates effect the start of the project –Only aware of the delay two weeks ago –Have yet to asses the impact on schedule –Very likely this will delay start of the project Rescheduling for the new magnet delivery dates has been done, however….

Bottle Necks Survey and Alignment –New magnet schedule has resulted in this being the biggest bottle neck –I believe the current magnet delivery schedule very tight

Bottle Necks Survey and Alignment –New magnet schedule has resulted in this being the biggest bottle neck –I believe the current magnet delivery schedule very tight Cleanroom Availability –Contingency available elsewhere onsite

SRF Cleanrooms

Physical Resources To be discussed during site tour, however…

Assembly locations & Facilities Engineering technology centre

ETC Build Area Soft wall cleanrooms & Assembly Area

Cleaning vacuum components to UHV standards with aqueous and solvent base systems Pre clean with Auto Wash (industrial dish washer) Solvent cleaning with HFE 72 DE capability 0.3 m cube, 3 m long chambers possible. Vacuum Laboratory A demin water plant > 2 x Auto washers, Alkali degrease bath, Power wash bay. 3 x Solvent cleaning HFE72DE Slurry blaster, Drying cabinet, Cranes.

Vacuum Laboratory 4 x ovens to 250 o C vacuum furnace to 1100 o C Air oven to 150 o C Leak detection & test facilities.

Change area 6m 2 - ISO 7 Outer area 80m 2 - ISO 6 Inner area 12m 2 - ISO 3 (at rest) Cleanrooms

Low particulate experience on ALICE ALICE Cathode in ISO 4 Cleanroom

Temperature Range °C Stability ± 1°C over the full area of the room A fixed 3D survey network Capacity to align 6 BTM modules in the room 4 x Steel Survey Pillars Filled with Sand Daresbury 11 x Floor mounted nests Survey & Alignment Room New Temperature Controlled Survey Alignment Room

Resources

Paul Aden –Project Manager Keith Middleman –Deputy PM, Vacuum work package leader Richard Smith –Mechanical Engineer Alan Muir –Mechanical Engineer Philip Craine –Contract Engineer Neil Bliss –Group Leader 5 Technicians John Simpson –Project Sponsor Project Team

Staffing Requirements

Organisational Breakdown

Project Sponsor The Project Sponsor has the management ownership of the project. Within STFC, the Project Sponsor is the person who essentially commissions the activity and who has delegated responsibility within STFC for the project. A Project Sponsor will be appointed in the case of larger projects; he or she is advised by the Oversight Committee and would be a member of the Project Board. In other cases the role will default to the Division Head or Director that owns the project. For smaller projects, or where STFC is a legal partner in a large international collaborative project, the Project Sponsor can also be the Customer. The roles of the Sponsor include: Chairing the Project Board where applicable, Providing the senior management ownership of the project, Ensuring that the project is actively managed and meets its objectives, Ensuring the benefits of the project to STFC as defined in the Business Case, are realised, Representing the Customer’s interests, Agreeing the Project Management Plan with the Project Manager.

Project Manager The key role in the project team is that of Project Manager (PM). Their primary responsibility is to deliver the project to specification, in time, and on budget within the constraints and critical success factors in the project specification, strategy, and management plan. The PM is responsible for the day to day planning and execution of the project, within the budget and timescale agreed with STFC. The Project Manager is responsible to the PI, where appointed, and accountable to the Project Sponsor for the efficient delivery of the project to specification, cost and schedule, and his or her main duties can be summarised as: Working with the Project Sponsor and Customer to develop and agree the Project Management Plan and Project Specification, Leading and motivating the project team and maintaining a proactive management environment. This means foreseeing problems and taking appropriate and timely pre- emptive action, Ensuring that the project team, both internal and external, is thoroughly familiarised with the contents of the agreed Project Management Plan Ensuring that any changes to the Project Specification, throughout the life of the project, are reviewed, agreed with the Customer or Project Sponsor and controlled, Identifying, and where appropriate agreeing with line managers, the correct skills and resources to achieve the objectives and the training required to ensure the health and safety of STFC and non-STFC staff working under their direction as part of the project, Establishing detailed budgets and schedules, allocating individual responsibilities and defining the budgetary control process, Monitoring and controlling progress against milestones and deliverables, managing project risks, and reporting on cost and schedule to the Project Sponsor and Customer within the TD ETC ISO9001:2008 Quality Management System, Acting as a common focal point throughout the project lifecycle from initiation to closure, liaising with specialists, suppliers and commercial departments as required, Working closely with the Project Sponsor and Customer so that the project objectives are fully satisfied with respect to time, cost, quality and performance, Undertaking reviews as defined in the quality plan, Ensuring that that comprehensive project Close Out and Post Implementation Reviews are carried out. Report monthly to STFC project board Report every 3 month to ASTeC – TD project board

Project Team Members Team members are responsible to the Project Manager. In all projects the team members’ duties will include: Ensuring that their tasks, work packages or sub-projects, are completed to the agreed specification, time and budget, Reporting to the Project Manager on the progress and performance of their task, Escalating issues that are outside their authority to the Project Manager. Escalation points should be determined before the start of the project Taking part in reviews as required.

Governance Position Name Project SponsorJohn Simpson ChairJohn Simpson UK-ESS Board memberJohn Goff Independent technical inputSteve Jago Independent PM expertiseJoe O’Dell ESSMats Lindroos FinanceJane Warren Technical secretaryNick Templeton InvitedNeil Bliss InvitedKeith Middleman

Governance Is the project on track to meet its objectives – or does the project team need additional help? Is this project still the right thing to do, or have external circumstances changed? If the project has encountered major technical issues such that it can no longer meet its original goals, what new scope is feasible and useful? If the project needs additional resources to stay on track, where can they be found? Does the project need access to contingency funds?

Mini Review STFC internal independent advisors looked at –Costing –Project Plan –Risk Register –Specifications sheet –Technical Annex –Initial scope of work document “The Panel was impressed by the level of detail presented at the review and was of the opinion that the project team were in full control of the project.”

Mini Review The following recommendations are made by The Panel; Interfaces between DL provided hardware and other hardware should be frozen at CDR. Any changes occurring after CDR should be subjected to formal change notices so that cost and schedule impacts can be assessed and agreed by all parties. It should be made clear to ESS at this stage that the signed off design should be considered part of the specification / supersedes any ambiguity or lack of detail in the specification. The project should review the time allocated to project management and consider whether more time should be allocated to problem resolution. The Technical Annex should be issued and signed off by ESS and STFC by CDR. The project (or the wider STFC / ESS programme) should consider if there are any possible ways of easing the procurement burden (e.g. framework for transportation / increasing OM framework limit etc…). The project should try to develop a mitigation strategy in case the BPMs are delivered late.

Risk Assessments

Top Rated Risks

Other risks worth noting ESS Timescale –Final delivery by March 19 is tight –Adjusting the schedule to meet this has been difficult Helped by the reduced particulate counted units Magnet Pipe Heating Tendering Process

Reporting Risks are reviewed monthly –Or when required. Monthly Reporting to –Programme Office –STFC Project Board –Governance Board –ESS WP Leader

Quality

Work Package Plan Projects within STFC require a WPP Details project overview Acts as issue log Contains change information tdl-1229-meng-wpp-001-v0.1-wpp

STFC Project Management Framework The STFC Project Management Framework sets out STFC’s project management policy Framework documents available as PDFs from here: governed/policies-standards/project-management- framework/ Currently at this stage

Projects must contain 1.Business case / Feasibility study 2.Scope statement / Terms of reference 3.Project Management plan / Project Initiation Document 4.Work Breakdown structure 5.Change Control Plan 6.Risk management plan 7.Governance Model 8.Risk Register 9.Issue Log & WPP 10.Resource Management Plan 11.Project schedule 12.Status Reports 13.Project Quality Plan 14.Procurement Plan

ISO 9001:2008 Quality Management System Certificate –BSI ISO 9001:2008 –Certificate: FM –Original registration date: 17/4/2000 –Renewed: Jan 16 –Expires: September 18 The design, development and project management of mechanical engineering components. The manufacture, procurement, management of installation and commissioning, testing, repair, assembly and development of mechanical engineering components and systems including vacuum processing, inspection, and survey.

Quality Assurance STFC Technology Department at Daresbury Laboratory operates a quality system that meets the requirements of ISO 9001:2008. The quality system defines how a project will be coordinated and documented. The management of a project is based on an agreed Project Specification and a series of reviews at key stages in the work. The detailed implementation of the Quality Management system is described in standardised group procedures, processes and local instructions. These provide the core of the Quality Management System and provides the detail required to operate the system. The processes and procedures are followed by STFC staff undertaking specified activities.

Summary Project Management Experience on international collaborations STFC Technology Department at Daresbury Laboratory operates a quality system that meets the requirements of ISO 9001:2008. The quality system defines how a project will be coordinated and documented. The management of a project is based on an agreed Project Specification and a series of reviews at key stages in the work. The detailed implementation of the Quality Management system is described in standardised group procedures, processes and local instructions. The processes and procedures are followed by STFC staff undertaking specified activities.

Budget

Overview Total £10.5M inc. VAT

Spend Profile

Procurement Strategy

BTM WP Scope To design, procurement and assemble; –2 Prototypes –3 Test Chambers –75 LWUs –52 Beam pipe modules –2 Differential pumping systems –4 mobile installation cleanrooms Total Cost £10.5m Approximately 30 FTEs

Hardware Breakdown Row LabelsSum of QTYMax of Unit CostSum of Total CostMax of Lead Time Main Chamber76.3£15,000.00£725, Ion Pump - 75l/s + Controller74.3£7,000.00£520, Pedestal152.6£2,500.00£381, HEPCO Girder 2m76.3£2,500.00£190, Magnet support Plate539.8£350.00£188, Minitec Full Girder51£3,500.00£178, Penning Gauge controller / IMG71.3£2,500.00£178, Bellows Assembly157.6£1,000.00£157, Pipe Chamber51£3,000.00£153, Soft Start Pumping/Vent76.3£2,000.00£152, Vacuum Firing76.3£2,000.00£152, Adjuster Block2729.6£50.00£136, BPM Integration71.3£2,000.00£133, Kinematic Adjuster - type £100.00£107, BCM Electronics4£24,000.00£96, VAT S54 Right Angled valves DN £500.00£76, Fast Acting Valves for A2T & DL6£12,000.00£72, Penning Gauge / IMG71.3£1,000.00£71, Fasteners nuts & bolts127.3£500.00£63, Electrical Termination Mounts127.3£500.00£63, Electrical Tray Work127.3£500.00£63, BCM4£15,000.00£60, DN200 Blank124.6£460.00£57, Kinematic Adjuster - type £100.00£53, Pipe Bellows Assembly51£1,000.00£51, Generic Vacuum Flexibles254.6£200.00£50, M24 Fine Pitch Notch Nut1619.4£30.00£48, DN63 Blank354.9£125.00£44, Conductance plate or other system2£20,000.00£40, UHV Burst Disk76.3£500.00£38, Thermo Couple / Pirani Gauge71.3£500.00£35, Square Gasket £100.00£35, Square Gasket £100.00£35, DN10 Venting valve - debate71.3£500.00£35, DN160 Gasket713£48.00£34, Adjusting Plate539.8£50.00£26, Fast acting shutter controller4£6,000.00£24, Penning Guage Cable71.3£320.00£22, DN200 Gasket356.5£53.00£18, TC / Pirani Guage Cable71.3£250.00£17, DN63 Gasket (OFHC)881£20.00£17, Kinematic mounting for girder - type £100.00£15, DN100 Gasket356.5£27.00£9, Fast acting shutter sensor4£2,000.00£8, Kinematic mounting for girder - type 276.3£100.00£7, Mount Vee539.8£10.00£5, Clamp Washer1619.4£3.00£4, Floor Plate76.3£50.00£3, Mount Cone539.8£7.00£3, Kinematic lock nut100.3£30.00£3, Square 22£1,000.00£2, Beam Pipe2£1,000.00£2, Square 12£1,000.00£2, Fixed Plate12£150.00£1, Mount Flat539.8£2.70£1, Clamping Washers1273£1.00£1, Clamping Nuts1273£1.00£1, Adjusters12£100.00£1, Slider Plate12£100.00£1, Nuts763£1.00£ Washer763£1.00£ Bolts763£1.00£ BPM Electronics152.6£ (blank) Electronics crates71.3£ Magnet Adjustment, Mag QTY:285.2£0.000 BPM Button610.4£ Grand Total £24,000.00£4,691,

Item Breakdown Total Hardware value, £7.2M Inc. VAT

Overall Procurement Strategy No in house Manufacture Limited in house Vacuum processing Procurement Strategy Document to be written Due to the value of the majority of tenders these will all be subjected to the European tender system (OJEU).

All Tenders above 25K 17 Tender requirements –10 OJEU –7 below OJEU 8 large tenders mitigated due to OM Framework 4 Items on ESS call off framework

25K-OJEU Item(s)DescriptionQTYMAX Price ea.TotalAward DateDelivery Kinematic Adjuster - type 1Machined Parts1080£100.00£109, /09/201610/10/2016 Right Angled valves DN40Vacuum Component153£500.00£77, /09/201610/10/2016 Fast Acting Valves for A2T & DLVacuum Component6£12,000.00£72, /08/201610/10/2016 In Vacuum BCMBeam diagnostics component4£15,000.00£60, /07/201610/10/2016 Kinematic Adjuster - type 2Machined Parts540£100.00£54, /09/201610/10/2016 Fast acting shutter controllerVacuum Component4£6,000.00£24, /08/201610/10/2016 Adjuster BlockMachined Parts2730£50.00£138, /12/201601/01/2017 tdl-1224-pm-est-0002-v k+.xlsx

OJEU Tenders Item(s)Description~QTYMAX Price ea.TotalStart DateAward DateDelivery Elliptical 3,7&6Vacuum Vessels32£16,000.00£592, /09/201613/02/201724/04/2017 Complex Vacuum Chambers Phase 1Vacuum Vessels7£18,000.00£270, /03/201731/07/201709/10/2017 Complex Vacuum Chambers Phase 2Vacuum Vessels8£18,000.00£270, /09/201613/02/201724/04/2017 Pipe ChamberVacuum Vessels41£3,000.00£260, /08/201619/01/201720/03/2017 Basic Vacuum Main ChamberVacuum Vessels11£11,000.00£242, /12/201622/05/201731/07/2017 Mobile Clean Rooms ISO 5 installation Cleanrooms3£80,200.00£240, /11/201607/04/201706/06/2017 Aluminium Girder 2m Large Aluminium Excruded Girder540£350.00£192, /07/201607/12/201601/01/2017 Magnet support PlateMachined Parts540£350.00£191, /07/201607/12/201601/01/2017 Pedestal Welded box section and machined parts153£2,500.00£385, /07/201607/12/201601/01/2017 Aluminium Full Girder Aluminium Excruded Girder51£3,500.00£260, /07/201607/12/201601/01/2017 tdl-1224-pm-est-0002-v k+.xlsx

ESS Call off Tenders Item(s)DescriptionQTYMAX Price ea.TotalAward DateDelivery Ion Pump - 75l/s + ControllerVacuum Pump75£7,000.00£525, /08/201610/10/2016 Penning Gauge controller / IMGVacuum Guages72£2,500.00£180, /08/201610/10/2016 Penning Gauge / IMGVacuum Guages72£1,000.00£72, /08/201610/10/2016 Thermo Couple / Pirani GaugeVacuum Guages72£500.00£36, /08/201610/10/2016 tdl-1224-pm-est-0002-v k+.xlsx Currently under discussions, being held with John Webber

£25k + Within Framework Item(s)DescriptionQTYMAX Price ea.TotalAward DateDelivery Main Chamber DN 100 Pre Series Type 1Vacuum Vessels5£10,000.00£50, /08/201610/10/2016 Main Chamber DN 100 Pre Series Type 2Vacuum Vessels5£10,000.00£50, /08/201610/10/2016 Main Chamber DN63 Pre SeriesVacuum Vessels3£10,000.00£50, /08/201610/10/2016 Pipe Chamber Pre-seriesVacuum Vessels12£4,000.00£48, /08/201610/10/2016 M24 Fine Pitch Notch NutMachined Parts1620£30.00£49, /09/201610/10/2016 Conductance plate or other systemVacuum Component2£20,000.00£40, /10/2016 Burst DiskVacuum Component77£500.00£38, /09/201610/10/2016 Adjusting PlateMachined Parts540£50.00£27, /09/201610/10/2016 tdl-1224-pm-est-0002-v k+.xlsx

Vacuum Systems Combined pumping procurement Ensures standardisation across the ESS. Large ticket items tendered for by ESS not STFC, better price, system wide consistency, etc. STFC can then call off against the ESS tender

OJEU Process Chart Restricted Competitive Dialogue Negotiated with OJEU advert Negotiated Without OJEU advert Submit OJEU Award Notice within 48 daysAward contract allowing for 10 day Standstill Period Evaluate Tenders against Award Criteria Receipt of Tenders Submitted Expressions ofInterest Shortlist againstqualification criteria(minimum of 5 bidders) Open Submitted Expressions of Interest Shortlistagainst qualification criteria (minimum of 3bidders) Invite shortlist toparticipate indialogueConduct dialogue(in successivestages ifnecessary)Conclude dialogueand invite sufficienttenders to ensurecompetition Issue ITT toshortlist Receive tendersand negotiate(in successivestages ifnecessary) toidentify besttender byapplying theAward Criteria Can be used when an Open or Restricted procedure has been discontinued because of irregular or unacceptable tenders. All original bidders (that were not excluded) must be invited to participate. Prepare Specification OJEU NOTICE Normal (Electronic) OJEU NOTICE PIN (Electronic) OJEU NOTICE Urgent (Electronic) OJEU NOTICE Normal OJEU NOTICE Electronic OJEU NOTICE Normal (Electronic) 37 (30) Days 36 (29) Days 37 (30) Days 15 (10) Days 52 (45) Days 37 Days 30 Days 40 Days 22 Days 10 Days OJEU NOTICE Urgent (Electronic) OJEU NOTICE Normal (Electronic) 37(30) Days 15 (10) Days Issue PQQs Issue Invitation to Tender

Submit OJEU Award Notice within 48 daysAward contract allowing for 10 day Standstill PeriodEvaluate Tenders against Award CriteriaReceipt of Tenders Open Prepare Specification OJEU NOTICE Normal 52 Days* OJEU NOTICE Electronic OJEU NOTICE PIN OJEU NOTICE PIN & Electronic 45 Days* 36 Days* 29 Days* Issue Invitation to Tender (within 6 days of request received in reasonable time before closing date) * Times indicated with an asterisk can be reduced by 5 days where “unrestricted and full access by electronic means” to contract documents Open OJEU Process Chart

OJEU Time Scales Minimum timescale 2.5 mons –Assumes no problems, instant decisions etc. UKSBS predicted timescale <5 mons STFC requested timescales 3 mons.

Pre Series

UKSBS All STFC Procurement is run through UKSBS (all Research Councils and BIS – have done many tenders!) UKSBS have dedicated ESS contact –Allan Norman STFC have in place ex-UKSBS member of staff to liaise with Allan Norman. –John Webber Once in place UKSBS manage tendering through Emptoris system Advertised via TED

Supply Discussions ongoing with Vessel Manufacturers to discuss supply constraints Batch Deliveries likely but as yet undefined Payment terms will likely follow batch delivery –i.e. paid per 10 off etc.

Supplier Management Quality Control to be monitored by Project team Regular visits to suppliers will be required to ensure consistent quality Database to be setup to allow storing of information for each module & it’s test results / components

Thank You