Report on plan to produce an Engineering Design Report Marc Ross GDE/Fermilab 09/07/07 FALC Rome EDR Plan – M. Ross

Engineering Design Report We are at a critical juncture of the ILC. Two years after the formal formation of the GDE, the recent completion of the draft Reference Design Report (RDR) marks a major milestone in this truly global effort. The GDE is now in the process of restructuring itself and making plans for the engineering design phase, leading to the completion of the ILC Engineering Design Report (EDR) in 2010. 09/07/07 FALC Rome M. Ross, GDE

EDR definition Goal: The primary goal of GDE activities will be to advance the technology, the design and the construction plans for ILC, so that approval for construction can be sought in ~2010. EDR will explain the capabilities of the technology at that time, will detail the design of the machine and the construction plans, and will present an updated value estimate. 09/07/07 FALC Rome M. Ross, GDE

Engineering Design phase will include: Basic R&D to demonstrate that all components can be engineered R&D into alternative solutions to mitigate remaining risk. An overall design to allow machine construction to start within 3 years, selection between high tech options must be made to allow industrialization efforts. A comprehensive value-engineering exercise must be conducted. A complete value cost estimate for the machine must be provided, including a funding profile consistent with the project schedule. A project execution plan must be produced, including a realistic schedule. Designs for facilities shared between different “area systems”, and for site-specific infrastructure. The designs must include the level of detail needed for regions to estimate the cost to host All necessary information must be provided to regions to evaluate project technical and financial risks in support of a bid to host. Any organizational structure implemented for the GDE during the Engineering Design phase must have the flexibility to accommodate this diverse range of activities, while providing effective mechanisms for communication and coordination. Activities that are research-oriented or more technical in nature will have a very different character from those that are more directed towards planning and costing, and may benefit from different organization. However, all activities will be related to all other activities in some way, with many complicated dependencies. Ultimately, everything has to come together in the EDR.

Top Priority – Controlling COST fundamental  containment of the current RDR Value estimate. potential cost-reduction via good engineering practises clearly identified in the RDR. Together with the risk-mitigating prioritised R&D program the focus of the EDR work. 09/07/07 FALC Rome M. Ross, GDE

Industrialization Second focus: increasing direct involvement of industries Preparation for mass production is a critical issue for key technologies, understanding how individual countries can contribute in-kind This must be achieved on a truly worldwide basis, Intend to follow free-market including seeking out and developing potential (new) industrial bases Example  India MOD 09/07/07 FALC Rome M. Ross, GDE

Our Community – global basis: The GDE is committed to these goals as a global project, building on the success of the RDR. The GDE must also ensure that internal momentum is maintained and foster continued growth in the enthusiasm and commitment of the international ILC community. 09/07/07 FALC Rome M. Ross, GDE

Prioritization for EDR Based on: Technical risk mitigation Cost risk mitigation Cost reduction Preparation Not in the above order: Quantitative evaluation possible based on RDR Value estimate and plan Mechanism? Define proposed Work Packages, Build Work Breakdown Structure Secure institutional/funding agency consensus RDR risk assessment 09/07/07 FALC Rome M. Ross, GDE

Getting Started on the EDR: Re-organize ourselves toward the EDR Project management-based structure, Definition, scope and resources Examine RDR & plan EDR  a starting point Multi-day technical meetings planned Internally controlled process Design work and technical R&D 09/07/07 FALC Rome M. Ross, GDE

RDR provides guidance The RDR provides a design and a value estimate that is parametric in nature, allows us to identify the cost drivers and the technical risks; critical in prioritizing both engineering and R&D, primary cost drivers: SCRF linac technology CFS, ~70% of the ILC value estimate. These two will be a major focus during the EDR 09/07/07 FALC Rome M. Ross, GDE

EDR Objectives – Main Linac Technology: Complete the critical R&D as identified by the R & D Board task forces. Coordinate/monitor industrialization efforts Identify a plan for consolidating design work Identify ways in which the maximum benefit can be obtained from the European XFEL project Formally launched June 5, 2007 09/07/07 FALC Rome M. Ross, GDE

EDR Objectives: Conventional Facilities & Siting (CFS) CF/S has been identified as an RDR cost driver; expected to yield cost reduction through “value” engineering. Complicated via site/regional dependencies: Need to delineate global/generic engineering and site/region-specific engineering; Both categories to be clearly identified in WBS. Primary EDR Goals: iteration of CF/S requirements with accelerator designers/engineers (‘value engineering’); Detailed evaluation of alternative solutions (e.g. shallow site); Prepare critical information for specific site selection / development; Lack of an agreed-upon single site is a significant problem 09/07/07 FALC Rome M. Ross, GDE

EDR Objectives: Accelerator Systems Define performance-driven specifications for the accelerator components and infrastructure Iterate cost/performance trade-offs CF/S will be a focus; Demonstrate that the accelerator design fulfills the required performance goals in a cost-effective way; by demonstration via critical R&D; by simulation; Maintain a risk register, and develop alterative fall-back solutions. 09/07/07 FALC Rome M. Ross, GDE

Restructuring the GDE Project Management for the EDR Phase Devised along functional lines (instead of institutional or regional…) Many WP’s will have strong institutional center With strong internationally balanced leadership Relationship between Project and Institute through a series of ‘Memoranda’ Defines a Work Package for a given Institution we must be extremely careful to develop and maintain inter-regional consensus/balance MOD 09/07/07 FALC Rome M. Ross, GDE

ILC Project Management Global focus Role of the project managers in relation to the regional directors: Project Managers are responsible for Leading the worldwide technical development effort efficiently and effectively Setting technical direction and executing the project toward realization of the ILC Regional Directors are responsible for Promoting, seeking funding and authorization of the international cooperative program. 09/07/07 FALC Rome M. Ross, GDE

ILC Project Management as a proposal for the organization toward EDR V-070710 ILC Project Management as a proposal for the organization toward EDR ILC Council (ILCSC) Funding Agencies and Institutions Global Design Effort Director’s Office Director: B. Barish assisted by Project Managers: M. Ross*, N. Walker, A. Yamamoto Board - Accelerator Advisory - RD sub-panel - Design & Industr. SubP. Executive Committee Director, Reg. Directors, Accelerator Experts, PMs Regional Leadership (by Regional Directors) - Funding and Authorization Technical Leadership (by Project Managers) - Engineering Design and R&D Asiay M. Nozaki US M. Harrison Europe B. Foster Tech. Sys. A. Yamamoto Global Sys. M. Ross Accel. Sysy N. Walker P. M. Officey N. Walker Many Tasks Instit. …. Institution Institution Institution Instit. …. 09/07/07 FALC Rome M. Ross, GDE

EDR Project Management 09/07/07 FALC Rome M. Ross, GDE

EDR Organization clear lines of authority and responsibility Project Managers responsible and have authority To define and allocate Work Packages effectively connect tasks with human and financial resources (often from multiple sources across the regions). transparent mechanisms to establish and communicate high-level goals and objectives, maintain a strong international collaboration in the absence of centralized funding. 09/07/07 FALC Rome M. Ross, GDE

Managing a non-centrally funded project: technical green indicates a commitment: institute will deliver MoUs facilitate connection: Project Management (authority and responsibility) and institutions (funding and resources). The ‘C’  coordinating role in a WP Each WP has only one coordinator. 09/07/07 FALC Rome M. Ross, GDE

Memoranda of Understanding Until we have central funding, the GDE must continue to seek its resources indirectly via the institutes forming the collaboration. Responsibilities for delivering a WP must be formally agreed upon between the GDE Project Management and the corresponding institute via MoU. The institutes are then responsible for obtaining the necessary resources for the task from their funding sources (agencies). The process by which the WPs are defined, and the allocation of institutes to carry out those WPs through MoUs, must be an open and transparent process allowing all interested parties to make a proposal to carry out the work and to understand and accept the criteria used in decision making. 09/07/07 FALC Rome M. Ross, GDE

Resources SCRF ‘Centers of Excellence’ in each region KEK, FNAL/ANL, DESY Infrastructure and key staff ready for EDR Supports R & D and development of industry ILC Design and Engineering expertise in each region CERN has unique expertise in large scale civil engineering, mass production of cryogenic components and cryogenic systems A very important resource for EDR 09/07/07 FALC Rome M. Ross, GDE

2007/08 – EDR Timeline FALC ILCSC 05/07 10/07 03/08 06/08 DESY ILC2007 PM Team announcement FNAL GDE meeting Tohoku GDE meeting EDR ‘Kick Off’ Meetings EU GDE meeting EDR R & D Meetings 09/07/07 FALC Rome M. Ross, GDE

2007/08 EDR Milestones May – Project Managers announced: Akira Yamamoto (KEK) Marc Ross (Fermilab) chair Nick Walker (DESY) Aug. – Korea ILCSC PM submission Aug. to Oct. – EDR Kick Off Meetings Oct – DRAFT Work Packages / WBS Fermilab ILC GDE meeting Jan. to Feb. 08 – EDR R & D Meetings March 2008 – Tohoku ILC Meeting EDR organization in place (WBS, MoU drafts) 09/07/07 FALC Rome M. Ross, GDE

Conclusion GDE transition from RDR to EDR is underway EDR phase will benefit from: Strong, steady support from funding agencies Institutional commitment to further develop collaborations A commitment to unify and strengthen governance 09/07/07 FALC Rome M. Ross, GDE