Feasibilty/Concept Study Mid Term Status Review Project Plan T. A. Sebring 13,14 July 2005 Feasibilty/Concept Study Mid Term Status Review

CCAT Project Plan Overview of Project Plan Schedule Staffing Funding Integration & Transition to Operations Contracting Partnership & Governance Reporting Cost Tracking Problem Resolution

Major Phases of Project Plan Feasibility/Concept Study (Jan 05-Jan 06) $2m Science Objectives Drive Formulation of Initial Concept Investigation of Feasibility, Cost, and Risk Assessment Provide Basis for Intelligent Decisions on How to Proceed Engineering Concept Design (Jun 06-Jun-07) $3m Formal Trades of Remaining Concept Options Development of Full Engineering Concept Designs Detailed and High Fidelity Cost Estimate Development Phase (Jun 07-Oct 2010) ~ $80m (TBD) Detailed Design, General Construction, Manufacturing & Testing Reviews of Individual Subsystems as Designed Integration Phase (Apr 2010-Feb 2012) ~ $8m (TBD) Installation of Components & Integrated Control Commissioning (Feb 2012-Feb 2013) ~ $3m (TBD) Optimization for Full Scientific Operations

Overall Schedule More Detailed Schedule In Work as Part of Current Study Schedule is Gated by Partnership and Funding Development Critical Path Analysis & Optimization as Part of Engineering Concept Phase

Project Organization Conceptual Organization at this Time Subject to Negotiation Between Partners Successful in Previous Telescope Projects Full Staffing Begins with Development Phase

Development & Integration Staffing Max Staff of ~16 Prior to Integration Additional Integration Staff Become Part of Operations Some Engineering Staff Should Transition to Operations

Integrated Product Teams Management of Major Subsystems Distributed Among Team Mechanical Engineer: Dome, Mount Manager Electronic Engineer: Electronics Subsystems, Generation &Facility Power, Actuator System Project Manager: Primary Mirror System Deputy Project Manager: Facility and Site Individuals Supply Technical Expertise to All Subsystems Engineering Services in Relevant Discipline PM & Deputy PM Assist in Contract Formulation & Management Interdependence Fosters Strong Team Culture Knowledge of All Subsystems Shared Among Team More Than One Deep Responsibilities Adjusted as Program Goes On

Location & Logistics Anticipate that One Partner Will be Host Institution Provide Offices for US Based Project Team for ~4-6 Years Provide Business System Within Which Contracts and Purchases are Competed & Executed Provide Additional Facilities (Conference Rooms, Video-conferencing, Warehouse, etc.) Provide Legal & Financial Support as Required Contract Development Partnership Documents Bookkeeping & Investment Services Project Offices Should Not be Split Example: LMT, P. Schloerb Attributes Most of Problems to Split Project Office, Gemini North/South Problems in Development Offices Should be Contiguous: Aids in Management by Walking Around & Team Building

Funding: Basis for Design Target LMT VRSI ALMA VLBA Large MM Telescope $95m VLBA 25 meters

Program Funding Rate Target: $100m Includes 2 Science Instruments Goal: 10% Contingency Rate of Cumulative and Annual Spending is Notional but Not Far Off

Integration & Shipping Systems Being Designed To Facilitate Shipping & Integ. Mount, Dome, Truss Will be Pre-Assembled at Manufacturers Designed in Modular Fashion: Goal Use Standard Containers or Racks for Land and Sea Shipping Antofagasta is Nearest Port…~3 Hours Drive, Longer for >Loads Contracts for Subsystems Will End at Port of Embarkment Contractors Have Little Experience with Work in Chile Cost Will be High, Permits May be Required, Coordination Hard Project Will Arrange Shipping & Transportation Within Chile Contractors Will Supply Technical Support to Integration Project Will Supply Direct Management and Hire Appropriate Labor for Integration

Contracting Contracts Will be Let Through Host Institution Goal: Firm Fixed Price Contracts Controls Cost Growth May Cost More Than Cost + Type Contracts Limits Control Over Contractors Approval Cycles Can Create Cost Growth Traditionally have Little Control of How They Do the Work Contracts Competed Unless Multiple Vendors Don’t Exist Obtain Best Value Follow Federal Acquisition Regulations for Level Field FAR Compliant Sole Source if Indicated Intentionally Maintaining Multiple Panel Contractors to Obtain Best Competitive Price Contracts Governed by Formal Statements of Work and Subsystems Requirements Documents

Contracting (Cont.) Need Approach to Chilean Contracting Project Will Constitute a Formal Business Entity in Chile? Will CCAT Be Affiliated with Any Existing Observatory? Importation Issues Will Need to be Addressed Contract Management by CCAT Project Team Individual Manager for Each Major Contract Support to Management Provided by PM and Deputy PM Statements of Work Control Work Flow and Provide for Adequate Control Points in Performance

Cost Management and Control Well Established and Proven Spreadsheet (Cost Planning and Tracking System) Developed and Used Previously Includes All Contracts and Purchases Resolves Cost Over Time Providing Accurate Cash Flow Analysis Begins as Projections by Quarters for Duration of Project Resolution of CPTS With Host Kept Books on a Quarterly Basis Resolve any Discrepencies Reallocate Remaining Funds Toward Completion Within Budget Actuals in CPTS Become Clear History of Expenditures Enables Re-planning to Stay Within Budget Results Reported to Director/Board Twice / Year

Reporting & Meetings Propose Semi-Annual Progress/Status Reviews 1 at Host Institution 1 Rotates Among Partner Institutions In Conjunction with Any Required Partner/Board Meetings Includes Budget and Schedule Review Monthly Status Reports Brief Written Reports by Project Team Circulated to Partners Includes Activities, Publications, Travel & Meetings, Issues Formal Design Review Meetings During Subsystem Devt. Conducted at Contractors Facilities Representatives from Science, Instrumentation, Ops Committees as Desired and Deemed Important

Communications Communications via Multiple Routes FTP/Website Video/Telecons & email Forums Open Communications Between All Partners Project Brings Inputs Together for Major Reviews & Project Documents WIKI Website Provides Forum and Place for Posting Publications & Discussions Direct Communications Between Contractors Allow Direct Information Exchange Mutual Development of Key Interface Definition Managed by Participation of Project Personnel

Problem Resolution Early Identification of Problems Key to Success Progress versus Established Schedules Technical Shortfalls in Development of Subsystems Business Problems at Vendors/Contractors Management Failures at Vendors/Contractors Regular Contact with Contractors Design Reviews, Status Reviews, Special Meetings to Address Issues Escalating Interdiction Depending on Resolution of Problem Have Taken Office at Contractor’s to Manage Problems Identification of Problems to Partnership Immediately Only Insurmountable Problem is “Cover-Ups” May Request Assistance from Partners e.g. Committee to Review Contract, Political Pressure, etc.

Summary Have Toolbox of Management Approaches Which Have Functioned Very Successfully on Previous Projects Management of the Project to Successful Conclusion is Feasible Additional Work on Project Plan During Current Study Work With Partners to Firm Up Nature of Partnership Write Management Section for Study Report Further Develop Manpower and Logistics Concepts Develop Critical Risk Analysis of Project Management Further Develop Approaches to Hand Over to Operations