1. CMS Crosscut Operations and Research, Theory, Computing, University Involvement C. Young and B. Zhou

2. Charge Question 1 Findings – Fermilab is the Lead Lab in USCMS, and manages the M&O and Phase-1 Upgrade projects. – There are currently 55 CMS authors, including 15 post-docs, and the total effort is >100 FTE. It is the second largest group in CMS. – Its scientists are involved in a wide range of activities encompassing detector operations, software and computing, physics as well as Phase-1 and Phase-2 upgrades. Comments – The CMS program is very well aligned with P5. – The group’s physics impact is high, as recognized by ~15 analysis group (sub- )convener and ~10 object group (sub-)convener appointments since 2008. – Phase-1 upgrade appears to be on track. – We encourage an assessment of the realistic costs, including off-project Lab support, needed to realize the Phase-2 Upgrade ambitions. Recommendations – None The quality and significance of the laboratory’s recent scientific and technical accomplishments … and the merit, feasibility and projected impact of its future planned physics program and its alignment with … P5.

3. Charge Question 2 Findings – Fermilab operates a CMS Remote Operations Center (ROC), a Tier-1 computing facility, the LHC Physics Center (LPC) and the Silicon Detector Facility (SiDet). Comments – ROC and LPC are effective, and together they provide a more- than-viable alternative to presence at CERN for users. – The impact of LPC is particularly noteworthy. – Tier-1 is a highly reliable resource for CMS. – SiDet is providing effective support for Phase-1 FPIX. Recommendations – None The effectiveness and efficiency of facility operations, and the planning for future facility upgrades to support the research program….

4. Charge Question 3 Findings – Fermilab is making investments in SiDet. It has also made targeted hires. Comments – We endorse these actions taken in anticipation of Phase-2 upgrades. However, supporting the ambitious pace of Phase-2 may be difficult before it is well into the DOE CD process, especially when projects competing for resources are well advanced. We suggest that Fermilab and USCMS work with all their partners to resolve any concerns. – SCD's core competency in software development and computer architectures have enabled CMS to exploit the state of the art systems. – Operations have been safe. Recommendations – None The effectiveness of current laboratory management in strategic planning, developing appropriate core competencies, implementing a prioritized and optimized program and promoting a safe working environment.

5. Charge Question 4 Findings – Fermilab has overall management responsibility for the M&O Project and the Phase-1 upgrade project. Comments – These projects are progressing well. Collaborating university groups are well integrated into the organizational structure. There are no other OHEP Labs involved. Recommendations – None The effectiveness of current laboratory development and oversight of projects, including the laboratory’s efforts to integrate its project efforts with active university and other HEP laboratory involvement.

6. Charge Question 5 Findings – Fermilab scientists have taken a number of leadership positions in CMS and USCMS operations, physics analysis and upgrade. Comments – The number and level of leadership positions held by Fermilab staff is commensurate with its size in CMS. – The impactful engagement of Fermilab CMS scientists in a broad range of areas can be expected to result in future leadership appointments. – See Charge Question 1 for physics productivity. Recommendations – None The leadership, creativity and productivity of the facility’s scientific and technical staff in carrying out the above activities.

7. Charge Question 6 Findings – The LPC provides a forum for interaction with theorists. – There is a program to mentor post-docs. Comments – There is a strong overlap between Fermilab CMS group and the theory group that is greatly appreciated by both parties. It has led to a strong, measurable increase in the physics output of both. The LPC has been instrumental in facilitating this interaction. – The mentoring program has been effective as demonstrated by the placement of post-docs. We suggest formulating a set of Lab-wide guidelines based on the best practices of the various groups at Fermilab. Recommendations – None The quality and appropriateness of the laboratory’s interactions with, and nurturing of its [meaning Fermilab’s] scientific community.

8. Charge Question 7 Findings – Scientific Computing plans include co-development of CMS and ‘art’ frameworks. – There are now LPC metrics. Comments – Response to recommendations (relevant to CMS) have been addressed. Recommendations – None The laboratory’s response to recommendations made in the 2013 S&T review..