1. Preliminary Project Execution Plan
Jim Yeck
March 15, 2019

2. Outline Plans for Finalizing pPEP Project Governance & Project Office
pPEP Agency Scope & Responsibilities
Institutional Roles

3. Decadal Survey Report Internal Review – Yeck Summary
Internal Review (external to DSR prep team) of the Draft Decadal Survey Report Closeout Report
Science section tuning
Further clarify expected agency and institutional roles
Priority needs!
Funding for R&D and Interim Project Office
Detector fabrication plans
Improved requirements flow down
DSR Prep Team Response
Detailed Recommendation Tracking
Detectors and Readout Task Force

4. Lead Institutions and the Management Team
Past Priorities
Establishing the collaboration and institutional support
Coordinating efforts using contributed support
Current Priorities
Interim Project Organization supported by agencies prepares for CD-1/PDR
Secure stakeholder support for the general management approach, i.e., IPSC, IPO, STLs
Further develop desired institutional responsibilities
Prepare preliminary baseline(s) and execution plan(s)

5. Lead Institutions and the Management Team
Lead project institutions and project management team need to be defined well before CD-1 to ensure full ownership of the preliminary baseline and execution plans.
Requirements for DOE Lead Lab
Established commitment to CMB research
Successful project experience
Proposed role in delivering project scope (technical stake)
Ability to hire key personnel
Currently strong interest in this role (~5 options?)
NSF MREFC - Similar to DOE Lead Lab requirements, critical role

6. Project Governance and Management Approach
CMB-S4 requires the engagement and long term support of universities and the DOE HEP labs.
Governance - Integrated Project Steering Committee
DOE labs and NSF funding recipients, a model informed by experience (LCLS-II, Exascale, ATLAS, etc.)
NSF/DOE lead institutions will eventually organize and chair
Project Management
Traditional project clear lines of accountability and control - PD, PM, Level 2 Managers, etc.
Core project team responsible for overall integration and coordination, should include Senior Team Leaders at labs and universities delivering significant scope

7. Scientific, Technical, and Project Leadership and Management
L2 Subsystem Delivery
Scientific, Technical, and Project Leadership and Management
Technical Collaboration (centered on the subsystem)
Institutional Roles
DOE labs
NSF
Private and International

8. Organization Chart for CD-1/PDR project development
L2: Need to talk to the C-people ahead of time; P-TBDs dependent on institutional and agency support

9. Possible Agency Scope Splits (~$ for comparison)
L3-Separated:
L2-Separated:
Data Management, Integration & Commissioning are predominantly people; split follows individual/institutional historical support.
Budgets still being scrubbed.

10. Path to April 2021 (CD-1, 3a, PDR Readiness)
Review organized by Interim Project Office - October 2019
Lead institutions for the NSF MREFC and DOE MIE will be identified roughly a year before CD-1 and PDR reviews
An “Integrated Project Office” will be established by the lead institutions and take over from the “Interim Project Office”
Integrated Project Office responsibilities include:
Prepare DOE CD-1 and the NSF PDR ...
Internal Readiness Review ~ August 2020
“Director’s Review” ~ October 2020
CD1/3a, PDR Readiness Review ~ February 2021
CD1/3a Approval, Ready for PDR ~ April
Modify to include the annual in October

11. Anticipated Role of U.S. Agencies in CMB-S4
NSF (AST, PHY, OPP) and DOE (HEP)
Joint Coordination Group
Pre-Project: NSF PDR Prep and DOE CD-1 Prep/R&D Support
Ongoing Stage 3 Investments
Construction: NSF MREFC and DOE HEP MIE Project
Possibly 40:60/NSF:DOE
Operations: NSF (AST PHY OPP) and DOE HEP
Shared CMB-S4 deliverables & data releases
Research: NSF and DOE support for key science/publications

12. Management Approach – Common Approach
Open and Inclusive
Work directly with stakeholders
Internal reviews, including possibly a Project Advisory Panel, and project reviews incorporated in collaboration meetings
Project Director/Project Manager, Integrated Project Office, Level 2 Management (Cost Account Managers)
Establish Baseline, Track Performance, and Manage Changes to the Baseline
Funding Agency Scope – fixed budget with contingency to address delivery risk
In-kind Deliverables – fixed scope, cost risk owned by deliverable owner
PM, IPO, L2 Meetings (L2 / CCB) – Weekly
Integration and coordination
Performance and change management
Technical Board, Chaired by Technical Coordinators – Weekly
Opportunity for all collaborators to engage, present, and critique
Prepares technical decisions for the L2 / CCB

13. Distributed Senior Team Leader (STL) Concept
Institutions appoint the STLs (~6-7) with PD concurrence.
STL is point-of-contact for the institution’s scope of work.
Role includes overall coordination and facilitation of their institution’s activities in support of the CMB S4 Project
Responsible for managing all functions at the institution (e.g., technical, staffing, quality, safety, procurement)
Primary point-of-contact for the other STLs on inter-institutional coordination issues
STLs participate in the Integrated Project Office
STLs at DOE labs will interface with the DOE site office and lab project oversight infrastructure
Interfaces to DOE site offices..
Plug into lab project oversight infrastructure...

14. Summary – Project Organization
Interim Project Office – Established Now, Funding Requested
Institutional Roles in L2 Subsystems – Time to ramp up understanding
Governance Model Maturing– Required for DSR
Lead Institutional Roles (STLs) – TBD
Integrated Project Office – Description needed now for DSR, established after lead institutions identified
Interfaces to DOE site offices..
Plug into lab project oversight infrastructure...