1. Fermilab Presentation Greg Bock, Pepin Carolan, Mike Lindgren, Elaine McCluskey 2014 SC PM Workshop 15-17 July 2014

2. Fermilab At-a-Glance 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop2

3. Organization with PM-areas Circled 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop3 JUNE 2014 ORGANIZATION

4. Organization with PM-areas Circled 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop4 JULY 2014 & FUTURE ORGANIZATION

5. Project Budgets 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop5 Slide under preparation…

6. Projects are managed through the ‘line’ with the line oversight level and organization defined by the value and technical project type. Management of and communication with projects –Written project monthly reports to stakeholders –Monthly Project Management Group meetings by each project that include stakeholders and lab line management & organizations –Monthly all-project meetings with senior lab management 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop6 PM Systems and Practices - Oversight Based on June 2014 organization – will evolve with new organization

7. PM Systems and Practices - Design Design Development Process –Depends on type of design whether done in-house or contracted –Conventional Facilities in-house through conceptual level, then contracted –Technical designs for accelerators and detectors largely done by those who eventually operate the equipment, both Fermilab staff as well as other lab and university collaborators –Line organizations and project teams are responsible for ensuring designs are complete. 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop7

8. PM Systems and Practices – Reviews/Assessments Reviews & Readiness Assessments –Internal reviews are done based on risk level for all designs per Fermilab Engineering Manual. Level of detail generally left for projects to decide. –Non-design reviews/assessments are held for other reasons – readiness to initiate procurement, readiness to start construction, readiness to start operations - many defined through Fermilab ESH&Q Manual processes –Director’s reviews are held to assess readiness for DOE progress and CD reviews, using external reviewers. 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop8

9. PM Systems and Practices – Cost/Schedule Estimating Cost and Schedule Estimate Development Process –Cost and schedule estimating are guided by two lab PM procedures which generally define the process but are not prescriptive as to how go to about developing the estimate. – Estimates are performed at the lowest level by those responsible for the work – generally the CAMs. This may be Fermilab staff or other lab or university personnel who are responsible for the design and may also be responsible for the construction. –For contracted designs, the contractor is responsible to produce the estimate. –There is no cost estimating group. –Schedule estimates are assisted by project controls specialists how work in accordance with general practices common to all projects. 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop9

10. PM Systems and Practices - Procurement Procurement Management –Fermilab Procurement Department staff work with project teams in matrixed project positions (when there are larger procurements) or as liaisons (more routine procurement). –Levels of staffing for project procurement is analyzed jointly by the project and department. –Funding has been through overhead pools in the past, but for large projects with complex procurements, will be moving to direct charging for procurement staff. –Procurement staff are integrally involved in project procurements and take the lead when vendor issues arise. 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop10

11. PM Systems and Practices – Quality Quality Management –Many technical components are routinely fabricated at Fermilab or at projects’ collaborating institutions –Routine items have standard QA/QC procedures, such as magnet production –Where standard procedures do not exist, projects are responsible to produce them. –QA personnel are part of the project or utilized from line management. 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop11

12. Recent Project Management Initiatives & Changes Project Management Planning Board Initiated fall 2012 Meets regularly to identify, evaluate, develop, guide, and recommend candidates from across the Laboratory for project leadership positions, capture and address lessons learned, and follow-up project issues raised within Performance Oversight Group (POG) or Project Management Group (PMG) meetings. Comprised of senior lab management and representative project managers Headed by the Deputy Lab Director 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop12

13. Recent Project Management Initiatives and Changes Director’s PMII Reviews and Outcomes Project Procurement Review - 2012 Project Management Improvement Initiatives Reviews –2013 with followup in early 2014 Resulted in actions items that are being followed to closure Project Management End State vision outlined in a written report PMII Steering Group established –Gap analysis from end state –Working steadily on review action items as well as engaging Fermilab PM community in lab’s project management maturity development process 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop13

14. Recent Project Management Initiatives and Changes PMII Steering Group progress Addressing training needs for general PM as well as CAM- specific training Guiding useful templates development for project use after gathering input from PM community Encouraging development of PM software tools Providing project input for lab-wide tools such as issues tracking Highlighting need for lab-wide priority setting and communication, resulting in Director appointment of senior lab management to work on this issue Recognizing issues with present matrixed project labor resource system resulting in COO-appointed management group to address this for critical skills. 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop14

15. Recent Project Management Initiatives and Changes Chief Project Officer Newly (July 2014) created position Accountable for the successful execution of this large suite of projects in tandem with the successful operation of Fermilab scientific program. Will have chartered authority from the director to address issues and solve problems Will chair key project management meetings Will work closely with project managers and division heads across the lab Will be the key communication link to DOE about the Fermilab suite of projects Will not have line management of projects, which are organizationally in divisions. 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop15

16. Recent Project Management Initiatives & Changes OIPPM and OPSS Office of Integrated Planning and Performance Management –Monitoring and analysis of lab performance, including projects –Coordinates strategic planning and budgeting –Facilitates enterprise-wide risk management –Works on critical skills forecasting –Supports POG meetings –Head is member of PMPB Office of Project Support Services –Provides resources for projects such as project controls staff –Owns FRA EVM System 15-17 July 2014Bock/Carolan/Lindgren/McCluskey | SC PM Workshop16