March 23, 2009H.J. Krebs1 BaBar D&D Schedule & Budget Overview H. James Krebs March 23, 2009

H.J. Krebs2 Outline of Presentation Basis of estimates – both cost and schedule Overview of Project Schedule Overview of Cost Estimate Final comments

March 23, 2009H.J. Krebs3 BaBar Detector ‘Ideal’

March 23, 2009H.J. Krebs4 BaBar Detector

March 23, 2009H.J. Krebs5 BaBar Detector Disassembly BaBar completed the IFR upgrade in Fall This upgrade took place over three campaigns: IFR Forward Endcap Resistive Plate Chambers in 2002, 1 st third of IFR Barrel Limited Streamer Tubes in 2004, balance of IFR Barrel sextants with LSTs in –Barrel upgrade required uncabling of forward end of SVT and forward end of EMC, load transfer of EMC, removal of most of the corner blocks fore and aft, removal of flux bars, releasing some of the cryostat restraints, pulling forward doors to walls. –Experience gained in these campaigns plus experience from the initial detector assembly provide excellent input for planning the detector disassembly schedule and estimating the required manpower (both labor and engineering), as well as M&S.

March 23, 2009H.J. Krebs6 Project Schedule A Detailed BaBar D&D Project Schedule is provided on the web site (March 1, 2009) 51 months duration Project start date July 1, 2008 Five Project Phases (Subprojects) –Project Management –Engineering and Tooling Refurbishment –Peripherals Disassembly –Core Disassembly –DIRC/EMC System Disassembly May not be needed if major components are reused in a Super B Factory Statused and updated weekly Assumptions –The sequence, estimated time durations and personnel assignments are based on experience from the original 1997 to 1999 installation and the three IFR Upgrade campaigns that occurred in 2002, 2004, and 2006 –The disassembly sequence is approximately a reversal of the original installation –Reuse of the original installation tooling for the disassembly process –Use of personnel knowledgeable in the assembly of BaBar –Retrieval of subject matter experts as needed

March 23, 2009H.J. Krebs7 Project Schedule (Cont’d) Assumptions (Cont’d) –Major components are removed in two designated locations Collision area – the present location of BaBar Main disassembly area – 12.3 meters east of present location –Requires detector roll-out –Dismantling tasks performed sequentially Tooling refurbishment performed in parallel at IR-12 and B750 Can be optimized with additional work crews Experienced supervision may not exist for multiple crews –Ownership issues associated with detector components and/or systems with potential reuse are settled no later than end of calendar year 2009 –Includes an educated fudge factor in the task durations associated with the new Work Planning and Control Program

March 23, 2009H.J. Krebs8 Project Schedule (Cont’d) Potential Schedule Risks: –Issues associated with the metals suspension Controlled storage Materials tracking database –There are components that cannot be removed in a reverse process Barrel IFR brass absorber plates –Unanticipated events Extended illnesses of key individuals Non-SLAC related injuries Lab closures Power outages Striking bargaining unit workforce (Existing contract ends September ’09) –There is little design documentation that exists of the original installation Rely heavily on institutional knowledge of key personnel –Unanticipated and changing SLAC and/or DOE requirements –Ownership issues and the decision to build the Italian SuperB may not be settled as scheduled (December ’09) –Indoor controlled storage space may not be available –Effects of Continuing Resolution and/or lower-than-expected budget profile The pre-disassembly phase is nearing completion: –Planning –Preliminary engineering –Tooling refurbishment –Minor peripherals disassembly, removal and cleanup from outside of the shield wall

March 23, 2009H.J. Krebs9

March 23, 2009H.J. Krebs10

March 23, 2009H.J. Krebs11 Core Detector Disassembly Flow Chart and Performance Measurement Milestones

March 23, 2009H.J. Krebs12 Cost Estimating Cost estimate spreadsheet is posted on the web site Costs include Direct plus Indirect Contingency is managed by the Project Manager Labor Rates –EDIA Project Manager$22.92K/mo Deputy Project Manager$22.92K/mo Physicist$20.83K/mo Safety Officer$16.67K/mo Senior Engineer$20.83K/mo Designer$16.67K/mo S&E Associate$16.67K/mo –Labor Sr. Tech/Rigger/Electrician$14.17K/mo

March 23, 2009H.J. Krebs13 Cost Estimating Costs are estimated at outline level 3 –1.4 DETECTOR CORE DISASSEMBLY FWD EAST END DOOR –EDIA »Safety Officer.1 man mo.=$1.67K »Senior Engineer2 man mo.=$41.67K »S&E Associate2 man mo.=$33.33K –Labor »Sr. Tech/Rigger6 man mo.=$85.00K –M&S=$5.00K –Total 1.4.6=$208.3K

March 23, 2009H.J. Krebs14 PhaseED&I ($K)M&S ($K)Labor ($K)Cont ($K)Total ($K) Project Management FY08350 FY FY FY FY Engineering and Tooling Refurbishment FY FY FY FY Peripherals Disassembly FY FY FY FY Core Disassembly FY FY FY FY DIRC/EMC System Disassembly FY FY

March 23, 2009H.J. Krebs15 Budget Breakdown Breakdown by Project Phase –Project Planning & Management$3580K –Engineering and Tooling Refurbishment$4449K –Peripherals Disassembly$1223K –Core Disassembly$3515K –DIRC/EMC System Disassembly$2354K Breakdown by Fiscal Year –FY2008$400K –FY2009$3966K –FY2010$4595K –FY2011$4009K –FY2012$2151K Project Total$15,121K –EDIA$6341K –M&S$1308K –Labor$4215K –Contingency$3257K(27.4%)

March 23, 2009H.J. Krebs16 Final Comments We have developed a detailed project schedule with performance measurement milestones to help us track progress and costs –Performance measurement milestones are based on Core Detector Disassembly Cost estimates include direct + indirect costs Cost estimates do NOT include: – Costs associated with disposal of materials Removed materials are assumed to be placed in controlled storage for future disposition –Costs associated with shipping materials off-site Configuration changes are not expected. However, such an occurrence will be settled thru concurrence of David MacFarlane, Bill Wisniewski, and Jim Krebs We are seeing a level of requirements (documentation, training, equipment certification, external review & oversight, etc.) on this project that we have not previously experienced. If this continues, or increases, it may challenge our contingency estimates and adversely affect our project schedule.