Accelerator Project

Mats LindroosHead of Accelerator

www.europeanspallationsource.seMay 19, 2015

Accelerator News

• The annual review of ESS went well, see next slides• ESS will become an European Infrastructure Consortium

(ERIC) with the target date for transition set to 1 September 2015

• The decision on when and how ESS transits to the ESS site will be taken in the coming weeks

• Work has started on an ES&H manual for ESS, please give input to Lali

• A publication Board for the ESS accelerator collaboration is being set in place, details to follow by mail and at the next TB by John Weisend

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Accelerator Technical performances

3

Design Drivers:

High Average Beam Power

5 MW

High Peak Beam Power

125 MW

High Availability

> 95%

Key parameters:-2.86 ms pulses-2 GeV-62.5 mA peak-14 Hz-Protons (H+)-Low losses-Minimize energy use-Flexible design for mitigation and future upgrades

Spokes Medium β High βDTLMEBTRFQLEBTSource HEBT & Contingency Target

2.4 m 4.6 m 3.8 m 39 m 56 m 77 m 179 m

75 keV 3.6 MeV 90 MeV 216 MeV 571 MeV 2000 MeV

352.21 MHz

704.42 MHz

• The scope contingency for the accelerator project consists of the RF sources and installation costs (after 2019) for the high beta-part of the linac

• The fully equipped cryomdoule for the high-beta linac are IK contributions and are not part of the scope contingency. The infrastructures needed for the construction of these are only available during ESS construction.

Accelerator Selected technologies

ESS ADPARTNERS

Accelerator Division 2015Mats Lindroos

Head of Division

BEAM PHYSICSHåkan Danared – GLMohammad Eshraqi

– Deputy GLRenato De Prisco

Ryoichi MiyamotoMarc Munoz

Christine DarveYngve Levinsen

SPECIALIZED TECHNICAL SERVICESJohn Weisend II – GL

Wolfgang Hees - Deputy GLFrithiof Jensen

Anton Lundmark Evangelia Vaena

Matthew Conlon Georg Hulla

Walter Wittmer

CRYOGENICS SECTIONPhilipp Arnold – SL

Xilong WangJaroslaw Fydrych

John JurnsXiaotao Su (50%)

Ali Farsian

VACUUM SECTIONPeter Ladd – SL

Marcelo Juni

FerreiraHilko Spoelstra

Giobatta Lanfranco

RFAnders Sunesson – GL

Morten Jensen - Deputy GLRihua Zeng

Rafael Montano

RF SOURCES SECTION

Morten Jensen – SLChiara Marrelli

Rutambhara YogiStevo Calic

POWER CONVERTERS

SECTIONCarlos de Almeida

Martins – SLGöran Göransson

BEAM INSTRUMENTATION(Incl. Safety, 3p)

Andreas Jansson – GLThomas Shea - Deputy GL

Benjamin Cheymol Irena Dolenc KittelmannHooman Hassanzadegan

Lali TchelidzeCyrille ThomasHinko Kocevar

Maurizio DonnaViatcheslav Grishin Michal Jarosz (oPAC)

Charlotte Roose (oPAC)Luigi Esposito

Duy Phan

INTEGRATIONDavid McGinnis - GL

Stephen Molloy – Deputy GLEugene TankeNikolaos Gazis

Håkan Danared – Deputy Head of DivisionJohn Weisend II – Deputy Head of Acc Projects

David McGinnis – Chief EngineerLali Tchelidze – Safety

Steve Peggs (C)

Caroline Prabert - Personal AssistantGunilla Jacobsson - Divisional Planning A.

Solveig Aas - Team Assistant

ENGINEERING SECTION

Stephen Molloy – SL

Aurélien PontonEnric Bargalló

Edgar SargsyanInigo Alonso

58 employees (2015-04-01)

New staff during 2015 in orange

30133012

3014

3011

3015

3121 3122 3141

31423151

3010

3010

G.Jacobsson

High Level Master Schedule

There are many “close critical path” in the project, notably RFQ, DTL, Cryomodules and RF systems

EVM Graph

Behind Schedule (small variance for SV)

& Under Budget

010,000,00020,000,00030,000,00040,000,00050,000,00060,000,00070,000,00080,000,00090,000,000

Grand Total

EarnedActualsScheduled

Time-phase period

Valu

e

31/12/2013 31/12/2014 31/01/2015 28/02/2015 31/03/2015 30/04/2015

Earned 14,709,401 31,902,072 34,081,195 36,218,381 39,725,519 41,555,714

Actuals 14,709,401 32,562,930 34,878,612 35,533,408 37,955,489 39,250,707

Scheduled 14,709,401 32,457,790 34,162,006 37,255,026 40,061,049 42,620,253

April 2015

EVM Graph - Comments

Schedule variance = Earned Value – Planned Value

The schedule variance from Jan to Apr 2015 (-1,1 M€) is mainly due to:

• -0,6 M€ due to delay in CPI/Thales prototyping design, 704 System for Uppsala Test Stand (WP08).

• -0.3 M€ some fluctuation split in all the RF System WP due to some detailed re-plan introduced for the annual review (WP08). This has no impact on the final delivery date or on the beam delivery milestone.

• -0.2 M€ minor slippage and delays (WP’s 16, 17) and need for minor replanning activities (WP’s 15, 16).

Behind Schedule(small variance for SV)

EVM Graph - Comments

Cost Variance = Earned Value – Actual Value

The cost variance from Jan to Apr 2015 (+2,3 M€) is mainly due to:• +0.9 M€ Cost variance due to no actuals for In Kind work. Will be fixed

next month (NCFE WP03)• +0.4 M€ Late invoices from CNRS (Spoke WP04)• +0.7 M€ Late invoices from CEA (Elliptical WP05)• +0.5 M€ Effect of re-planning of Vacuum and Beam Delivery system (WP12

and WP06)• +0.7 M€ Effect of re-planning of Beam Instrumentation (WP07)• +0.2 M€ Salary fluctuations in the whole Project• -0.7M€ Invoice from Uppsala University received in April for period Jan-

Mar resulting in adding -185 k€ to the CV last month for Test Stands (WP10)• -0.4 M€ Some discrepancies due to invoices for on-going 2014 contract

booked on the old PCC i.e. WP8 at the place of WP17 (Power Converters WP created on Sept 2014)

Under Budget

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Accelerator – Overview of ESS Procurement Plan

• 21 procurements identified 2015-2020– 1 procurements <200,000 EUR– 20 procurements >200,000 EUR

2015 2016 2017 2018 2019 20200

0.51

1.52

2.53

3.54

4.5

Procurements / year (based on contract signature)

WP1 WP8 WP11

WP12 WP17

Cabling RF systems

Cryogenics Vacuum

Power converters

• The Table doesn’t include procurements done by in-kind partners

• Additional procurement for interface regions (<200 k€) will be added as soon as in-kind negotiations are completed

Annual review, General recommendations

• Very positive, impressive progress since 2014. We have now a real project with the right atmosphere.

• ESS is now a rolling machine, which will reach its target.• ESS is defining also for future projects how to deal with in-

kind. A very impressive progress in this area.• Schedule is very tight, but not impossible.• More than 100 people have joined ESS in the last 12 months.• Technical problems are finding solutions• We are seeing an increase in the amount of detail to deal with

(this is very positive!!).• Operation begins to be an integral part of the overall project.

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Annual review – Accelerator 1

• TOP 10: Expedite as much as possible the formal design review process across ACCSYS: both the horizontal WP reviews and the vertical integrated system reviews. In addition, consider adding a safety and QA rep to the design review committee and tracking all actions post-review until completion. We endorse the established process of the so-called Vertical Reviews followed by Critical Design Reviews. Ultimately, the goal is to get all requirements for IK contributions established and TAs signed before the end of this year.

• TOP 10: "Get your hands dirty!" -- the ESS/AD should start establishing some technical credibility and developing the technical workforce by getting their hands on relevant hardware systems as soon as possible. We endorse the so-called "Blinky Light Test", the rf test stand and the opportunity of early integration of the ion source, its control system and the beam diagnostics. Also, the Uppsala test stand should be used as an opportunity to train staff.

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Annual review – Accelerator 2

• Add risk assessment and risk impact to the overall risk register. This will help focus on the high impact risks and also provide an assessment of the adequacy of the 50M€ scope contingency.

• Add risks with positive impacts to the registry. For example, the new modulator topology under development may save costs. Another example is the proposed use of large-grain Niobium sheets for cavity fabrication.

• Consider writing the Technical Addenda at a high level while referencing the ACCSYS DOORS requirements database.

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Annual review – Accelerator 3

• Consider the following to optimize ACCSYS organization for executing a large science project– Review the authority of the Work Package Leaders to ensure it is

adequate to successfully execute their scope of work– Employ centralized common project tools across ESS (Lund and in-kind

partners) to minimize to the extent possible the institutional boundaries between ESS partners.

– Liberally use telecons to improve communication and coordination amongst all the ACCSYS institutional partners.

– Add a high-level ESH person to AD. The AD Head should be able to delegate some of his functions to this person. For example, procurements of hazardous materials, such as compressed gas cylinders. Also, this person would help AD Head to review and approve various AD activities, e.g. test facilities operations start.

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Annual review – Accelerator 4

• Investigate options to improve the commissioning plan (and schedule) particularly as it applies to the low energy front end.

• Review the ACCSYS spares policy and strategy. Some of the proposed spares may be spares needed for manufacturing, not for operations.

• We think that they should completely separate the diagnostic and the interlock functions of the BLMs.

• The hot cooling water should be seriously evaluated. It seems that this idea has many caveats, including risk for personnel accidents and shorter lifetime of expensive components, such as klystrons. We doubt that it is really environmentally friendly.

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Reserve slides

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Control Change Boards (CCB) & control flow for ACCSYS

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ESS governance

ESS Board / STC

CEO / ESS CCB

ACCSYS Mngt Team

CCB-A

CCB-B

CCB-C’

via ACCSYS (deputy) Project Leader

weekly minutes, actions & ACCSYS Control Log

via CEO

status report at meeting,ACCSYS Control Log

ACCSYS TB

Collaboration board

CCB-C

reports

delegates, approves

ACCSYS Project Leadervia EPG and through CEO

Quarterly

1-2/year

via ACCSYS (deputy) Project leader