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

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

3. 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

4. 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

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

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

7. 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

8. 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

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

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

11. 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

12. 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

13. 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

14. 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

15. 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

16. Communications Communications via Multiple Routes
FTP/Website
Video/Telecons & 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

17. 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.

18. 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