CERN Construction Planning and Scheduling (LHC installation) K. Foraz

Content Introduction Multi-level planning Follow-up Conclusions Deviation management Communication Conclusions 2017.01.16 ITER - K. Foraz EN-ACE

Challenge to carry out a Mega-Project Time Horizon Multi-years Multi-phases Chain of Command Multi-layers organization Matrix Structure High‐degree of Specialization Subject Matter Expertise Cutting-Edge Technology Dispersed Teams Virtual teams in multiple locations Outsourcing to other countries Risks had to be properly analyzed Responsibilities had to be clear Coordination was crucial As well as clear and transparent communication Mega-Project factors Impact on the Project 2017.01.16 ITER - K. Foraz EN-ACE

Scheduling requirements To coordinate a large project requires an overall view, which can only be achieved by collecting and summarizing detailed information Have a coherent information up-to-date Be able to identify the over/under-estimation from experience Multi level planning From planning to scheduling 2017.01.16 ITER - K. Foraz EN-ACE

The Master Schedule Review of the strategic goals and major milestones 2017.01.16 ITER - K. Foraz EN-ACE

LHC construction and installation schedule From strategy to tactic Aim: implement and control the flow of installation Respect the main milestones of the Master Schedule Based on the WBS Linear schedule 2017.01.16 ITER - K. Foraz EN-ACE

From tactic to operation Detailed schedules From tactic to operation The LHC main ring: 8 sectors treated as 8 identical machines Arcs Long Straight Sections Services areas 3 main MSProject files Weekly review of the 3 schedules, and their dependences 2017.01.16 ITER - K. Foraz EN-ACE

Tools used MSProject Excel Gant chart Level resources Progress curves Automated excel -> Linear schedule Time sheets Main options for general schedule 2017.01.16 ITER - K. Foraz EN-ACE

Baseline schedule The delay of the QRL imposed the reshuffling of some activities. Additional resources were added for the following phases +3 months Major non-conformities during installation: +2 months because of the QRL, +4 months because of the interconnections Interconnection non conformities + Inner Triplet Crisis +7 months Hardware commissioning was included 2017.01.16 ITER - K. Foraz EN-ACE

Baseline evolution 2002 2003 2004 2005 2006 2007 Civil engineering LHC civil engineering work Water cooled cables Cryogenic line 1st LHC cryo-magnets lowering LHC Interconnection work 2002 2003 2004 2005 2006 2007 Civil engineering General Services Cryogenic line installation Machine installation 2002 2003 2004 2005 2006 2007 2002 2003 2004 2005 2006 2007 2017.01.16 ITER - K. Foraz EN-ACE

Follow-up Aim: to depict actual status and compare it to baseline Adaptation through continuous feedback Minor changes Major changes Schedule Change Requests circulated through the groups and approved by the project leader – Schedule Change Order 2017.01.16 ITER - K. Foraz EN-ACE

Follow-up Information sources 2017.01.16 ITER - K. Foraz EN-ACE

Follow-up Bi-monthly short term planning review Who: Schedule officers, Project engineers or representatives, Work coordinators, Safety coordinators What: Work within the next 3 months, logistic issues 2017.01.16 ITER - K. Foraz EN-ACE

Follow-up Worksite meetings Who: Work coordinators, Safety coordinators, worksite supervisors, contractors, (schedule officers) What: Work within the week, worksite issues, daily logistics… 2017.01.16 ITER - K. Foraz EN-ACE

Follow-up Other meetings: MARIC, ICC… 2017.01.16 ITER - K. Foraz EN-ACE

Schedule deviation management Purpose Determine whether the schedule has changed Determine which factors create schedule changes Manage actual changes as and when they occur Minimize overall impact of delays to the main milestones Sources of deviation 1st worksite Material readiness Lack of resources «Force majeure», Accident/Incident Unexpected technical difficulties 2017.01.16 ITER - K. Foraz EN-ACE

Schedule deviation management Understanding the cause – to prevent gap widening the consequence – to find the best answer Solutions Additional resources ($$) Shift works Schedule reshuffling Accepted delay ! “We will either find a way, or make one.” – Hannibal 2017.01.16 ITER - K. Foraz EN-ACE

Getting your message across to your audience Communication «Government» Getting your message across to your audience Shared Vision Project community The world Contractors & collaborations Regular reports 2017.01.16 ITER - K. Foraz EN-ACE

Highlight issues & risks (solutions & alternative plans) Communication «Government» Synthetic Highlight issues & risks (solutions & alternative plans) 2017.01.16 ITER - K. Foraz EN-ACE

Communication Project community & Contractors & collaborations General Project status & Details on deadlines, co-activites and constraints (the closest you get to the worksite, the more you simplify the information) 2017.01.16 ITER - K. Foraz EN-ACE

it's kind of fun to do the impossible ! Conclusions it's kind of fun to do the impossible ! Walt Disney Planning & scheduling a Mega-Project requires Clear structure and clear responsibilities Flexibility (schedule pressures are coming from all avenues) Close contact with the top & the bottom Transparency 2017.01.16 ITER - K. Foraz EN-ACE

Thank you for your attention 2017.01.16 ITER - K. Foraz EN-ACE

2017.01.16 ITER - K. Foraz EN-ACE