1. Planning, Goals and Desired Outcomes Jack Anderson Fermilab Winter 2013 Operations Workshop February 20, 2013

2. Discussion Topics A quick review The integrated model & planning cycle The Lab Agenda Measuring and monitoring Developing issues Material will be available on IPPM website

3. A unique point in time… Landscape is changing A highly unusual federal fiscal situation A Fermilab transition from steady state operations to a portfolio of new exciting projects -- The largest portfolio of new projects within the Office of Science New leadership coming – DOE – Office of Science – Fermilab

4. FY12 DOE Science Laboratories PEMP Results

5. FY12 PEMP Feedback (Goals 4.0 – 8.0) Shortcomings Project Management Contractor Assurance ES&H Acquisition Management Activities underway Project Management improvement initiatives (establishment of Performance Oversight Group, restructuring of Project Management Groups, Project Management Evaluation & Selection Board, skill/tool training for project management team members) Directors Review of Project Management (March 25-27) Continued progress on FY11/12 Independent Review recommendations Assurance Council MSO Reviews Development of Integrated Planning framework Continued maturation of Fermidash Creation of ‘iTRACK’ Issues Management tool Attention to Tripartite reviews. Clarifying roles, responsibilities and expectations associated with NEPA. Interaction with leadership through Performance Oversight Group. Continued senior level support and resourcing of HPI initiative. Small-group ‘pause’ meetings this Spring Workplace safety statistics improving. Continued progress on 2012 PERT and Director’s Review recommendations Additional resources

6. Strategy and Planning Align the business to deliver on strategy Budget/Business Planning (PEPs) Enterprise Risk Register development (Assurance Council) Work Execution Perform the work and business functions Execute Work Management System Deployment Performance Monitoring and Analysis Monitor, measure, and evaluate performance Performance Indicators (Fermidash) Integrated Assessment Plan Performance Analysis (Assurance Council/POG) Risk Register Review Communication, Feedback, and Improvement Identify improvement opportunities and inform business decisions Communicating Results Feedback Forums (e.g., EAG, Assurance Council…) Lessons Learned program Improvement Opportunities National R&D Priorities Customer Requirements Moving forward -- The planning model: an organizing principle for integration Lab Plan for Fermilab PEMP Fermilab Agenda

7. The “Fermilab Agenda” A planning & communications framework that can: align Lab strategic objectives, critical outcomes and major initiatives in major mission areas of science & operations provide top-level focus for Sector Business Plans (aka Program Execution Plans) that flesh out annual actions and performance plans to make progress toward the strategic vision provide stimulus to keep improving (sustain good ideas, end those not panning out, innovate new ideas) The ‘Agenda’ provides insight into Fermilab, but it does not encompass everything we do

8. It starts with a purpose… Advancing the understanding of the fundamental nature of matter and energy by providing leadership and resources for qualified researchers to conduct basic research at the frontiers of high energy physics and related disciplines f What is the nature of the universe and what is it made of? What are matter, energy, space and time? How did the universe form and how is it evolving?

14. Initiatives with an Operations focus

15. Initiative Plans: Short, concise action plans that provide context and focus on outcomes and milestones

16. Performance Indicators – guiding principles good indicators help us ask new and better questions – it’s the dialogue that’s important! indicators must have a logical connection to mission outcomes indicators should be objective and easy to interpret measure only where there is a commitment to analyze the results analyze results only if there is a commitment to take action maintain a focus on the vital few

17. A foundation for measures: What’s important to us…? What do we value? How do we express those values? How well do we know how we’re doing?

18. Our starting point for enterprise measures

19. FermiDash Home FermiDash helps to convey performance information

20. Developing Issues: DOE roles and responsibilities DOE: Customer, owner, and regulator Contractor/parent Line management (DOE and contractor) Laboratory/facility management

21. A few words about Risk Management Integrated Strategy – Risk Management is important because it supports our strategy and our ability to make decisions that are risk-informed. Consistency – Provides a systematic approach for management and operations – how we make decisions, govern how we establish and implement requirements, and how we hold ourselves accountable. Better Communication – Understanding risks will provide the framework for clearly articulating the processes we use for execution, oversight and governance. Clear and Concrete Measures of Performance - It will improve efficiency and allow us to communicate consistently with our sponsor and stakeholders. Minimizing ‘Blind Spots’ – Leveraging our discussion around risk to better identify and minimize gaps and blind spots in our systems.

22. Developing Issues Partnerships – New strategic/programmatic International partnerships – Applied Technology Program aspirations (technical, conventional, administrative & human infrastructure) – Transition to standardized agreements (User Agreements, CRADAs WFOs, etc.) Infrastructure – Science Laboratories Infrastructure (SLI) project funding – Integrated Muon Campus Constrained budget driven planning Muon g-2 New cryo plant New tunnel to Muon Campus Mu2e

23. Developing Issues: Project Management Improvement Initiative 23 People: developing leaders & teams with appropriate experience, training and certification Performance: emphasis on metrics, risk management and productive inquiry Systems: modernize and standardize systems & tools Services: refocused Project Support Services Office, resourcing (e.g., project controls, procurement staffing) Information : standardized, trendable info for accountable staff Accountability: expectations expressed at all levels Oversight : engage at multiple levels (PMG’s, POG) including monthly reviews w/direct interaction between project and Lab leadership Transparency : inclusive and open to independent review Revitalize People & Performance Re-tool Systems, Services & Information Review Accountability & Oversight with Transparency

24. How do we help? Principles – Maintain a focus on mission outcomes – Mature our management systems & processes such that they drive improvements toward desired outcomes – Provide emphasis on self-identification, correction, and prevention ( productive inquiry ) – Demonstrate sustainable performance – Collective searching for opportunities to improve allocation of resources – Welcome and leverage 3rd party scrutiny – Establish a climate of mutual trust that defines relationships and actions Success relies on engagement of all 3 parties DOE FRAFermilab

25. Backup

26. It’s about delivering outcomes… Mission delivery

27. Requirements Key Management System components System Description, R2A2 definition Required deployment tools Required records Internal procedures and processes Performance measurement Define desired outcomes, primary processes and roles Associate record requirements with management system processes Assess against measures to determine effectiveness and efficiency of deployment Extend requirements into work control processes Ensure identification and integration thru lab processes Provide effective, efficient, and intuitive tools and services

28. Office of Program and Project Support Restructuring (December 1, 2012) ES&H Section  ESH&Q Section – Quality Services Section to focus on: Senior Management Meeting, 2012-10-22 28 Maintain IQA Plan MSO for Quality Program D/S/C support S/CI and Lessons Learned Program Assessment Program Coordination Directorate Independent Assessments Issues Management Program OPMO  Project Support Services Provide project controls skills/staff as needed Support/Facilitate PM training and certification SME in DOE 413.3 Optimize core project management processes (scheduling, cost estimating, risk management, etc.) Assist IPT leaders with project initiation phase activities Maintain EVMS certification Maintain templates/standardized system/approaches for PM plans Support oversight activities of POG with standardized metrics/data Manage support service contracts (staff and systems)

29. Office of Program and Project Support Restructuring (Cont’d) Office of Integrated Planning  Office of Integrated Planning and Performance Management Senior Management Meeting, 2012-10-22 29 Facilitation of Lab Strategic Planning/Goal Setting Process Coordinate preparation of Annual Lab Plan Maintain/Monitor Lab Agenda Lab coordination of PEMP development with DOE/FSO POG Support and Secretariat CAS support to the AC Maintenance of Director’s Policy Manual Facilitate Enterprise Risk Management Project Oversight  Laboratory Director’s Performance Oversight Group (POG) Top lab management instituting more effective support, assistance and oversight to project managers through monthly project metrics and issues reviews

30. Review and ensure acceptable trends of performance on Laboratory major projects and to provide assistance if needed to line and project managers to resolve issues that may threaten budgets, schedules or key performance requirements. Provide an opportunity to share common experiences between Project and Laboratory managers. Performance Oversight Group

31. Our vector (significant milestones) FRA CAS Review (June 2011) Impact Reputation Value Sustainability SC Peer Review (Aug 2011) Mgmt System Gap Analysis (Aug 2011) OPPS Consultant (May 2012) Consolidated Assessment Schedule (Dec 2011) CAS Project Mgr (Apr 2012) AC Charter revised (Jul 2012) FermiDash Ops Mgr (Mar 2012) CAS End State Defined (June 2011) FermiDash Phase II Cycle 1 (May 2012) FermiDash Phase I ‘live’ (Dec 2011) FermiDash Phase II Cycle 2 (Jul 2012) FermiDash Phase II Cycle 3 (Sep 2012) FermiDash Phase II Cycle 4 (Nov 2012) 2012 Consolidated Assessment Schedule (Sep 2012) Director’s Triennial Assessment Process Safety (Oct 2012) FRA CAS Review (Jul 2012) MSO Reviews begin (Jan 2013) FermiDash Phase II Cycle 5 (Feb 2013)