Fermilab Implementation of DOE Critical Decision Process FRA Project Management System Presentation by L Edward Temple Jr Head, Office of Project Management.

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Presentation transcript:

Fermilab Implementation of DOE Critical Decision Process FRA Project Management System Presentation by L Edward Temple Jr Head, Office of Project Management Oversight (OPMO) Fall, 2008

28-Aug Outline Potential New Projects involving Fermilab Project Phases Project Acquisition Process and Critical Decisions (DOE Order 413.3; (Manual &) Guides) [EIA Standards EIA-649 & 748-A] FRA Project Management System Conceptual Design Next Steps

28-Aug List of Potential New Projects Project X – 8 GeV Linac & beamlines mu2e – rare symmetry violating process MicroBooNE – LArTPC DUSEL beamline (and Detector) –Tunnel, beamline, target (near hall) –Large neutrino detector at Homestake SNAP - SuperNova Acceleration Probe

28-Aug-20084

5

6

7

8 Typical DOE Acquisition Management System for Line Item Projects Figure 1 from DOE O 413.3A Pre-conceptual Planning Conceptual Design Preliminary Design Final Design Construction (PARS==Project Assessment and Reporting System) (PED==Project Engineering & Design funds)

28-Aug Critical Decision Authority Thresholds

28-Aug CD-0 Critical Decision Requirements

28-Aug CD-1 Requirements continues see the Order DOE O 413.3A

28-Aug

28-Aug

28-Aug

28-Aug DOE Order 413.3; Manual & Guides EIA Standards EIA-649 & 748-A Handout Copy –413 Order, Manual, Guides available at Standards must be purchased –EIA 649 Configuration Management –EIA 748-B Earned Value Management Systems

28-Aug

28-Aug

28-Aug Fermilab Organization Chart

28-Aug FRA PM System Available at FRA website: Figure from the FRA Proposal in Section 4b “Achieving Excellence in FNAL Operations Business Management” Provides FNAL with powerful assets and capabilities including training for managers. Much of the training is “just in time” and provided in the Project Management Working Group Meetings specific to each project. Marshall (/ shepherd) the troops to meet the formally required Project Management documents, systems, and prepare for DOE Lehman CD (and other) Reviews Project Management Working Group Meetings (PM WGM)

28-Aug OPMO Activities Setup, coordinate, lead parts of, run Project Management Working Group Meetings for each project at the request of an Associate Director. Conduct Director’s Reviews of Projects as requested by a Director. Assist project teams in others ways upon request. Eg Hoffer did Schedule for Spalding on Tevatron Luminosity Upgrade

28-Aug OPMO Prior Project Document and Review Archive Fermilab Projects Dark Energy Survey (DES) MINERvA MicroBooNE NOvA Proton Plan Project X Super NuMI (SNuMI) Completed Fermilab Projects Run IIb Upgrade DZero Non-Fermilab Projects Argonne Leadership Computing Facility (ALCF) ITER National Synchrotron Light Source II (NSLS-II)

28-Aug Conceptual Design Definition from Manual (page A-6)

28-Aug Conceptual Design Descriptive Paragraph from the Manual (Section 5.2)

28-Aug Conceptual Design DOE M 413.3

28-Aug Conceptual Design DOE M 413.3

28-Aug Design Terminology

28-Aug Possible Project X Schedule Near Term Activities / Goals –2008 Sept / Oct Initial Configuration Document complete –2009 Feb Director’s Preliminary Review supports CD-0 –DOE Lehman Review IPR for CD-0 (Independent Project Review) Longer Term Goal –FY 2013 “Construction Start” See Hoffer / McCluskey presentations for much more detail

28-Aug CD-0 DOE G “Mission Need Statement Guide” –this is a DOE document prepared by the HQ Program Office (OHEP for Fermilab) –background information is supplied by the lab –occasionally a “draft” document provided to HQ CD-0 “package” prepared to support a CD-0 ESAAB (Energy Systems Acquisition Advisory Board) meeting.

28-Aug Example CD-0 Resource and Schedule Forecast Information

28-Aug

28-Aug

28-Aug

28-Aug

28-Aug Action Items

28-Aug DOE Attachment 1 - CONTRACTOR REQUIREMENTS DOCUMENT 1.Earned Value Management System (Not required if <$20M) 2.Monthly Reports 3.Acquisition Plan 4.Technical performance analyses and corrective action plans 5.Critical path schedule and Project Master Schedule 6.Cost estimate; (Basis of Estimate) 7.Risk identification, quantification and mitigation 8.Integrated technical, cost, and schedule baseline 9.Configuration Management 10.Value Engineering 11.Quality Assurance Program 12.Integrated Safety Management System 13.Sustainable Building Design

28-Aug DOE O Attachment 1 Qtrly

28-Aug DOE O Attachment 1 (cont.)

28-Aug DOE O Attachment 1 (cont.)

28-Aug Next Steps Regular Project X PM WGMs in addition to regular Project X project meetings Frequency of PX PM WGMs will vary suggest monthly to start (open for discussion)

28-Aug Back Up Slides

28-Aug

28-Aug

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28-Aug

28-Aug A Scientist’s View circa Summer 2008 New order(s) just adds more “crushing bureaucracy, incompetence, apathy and management bloat!!”