nedm reworked schedule

Office of Nuclear Physics

Collaboration Meeting 5/19/08 #1

nEDM Reworked Schedule

Kim Selvage

Project Controls Analyst


Annual Review 8/1/07 #2

The Reworked WBS Number of activities reduced by 339

Each subsystem has about 100 activities

1.9 now has activities that have been identified to take place after CD-4

Consistency added in naming activities• P-Preliminary• F-Final• O-Operating

All logic ties and resources transferred to the activity level



Resource Changes Added a cost loaded resource dictionary

• More realistic but also more complicated• A resource rate can be updated easily

Several rate corrections made• Approximately $350K increase

Duplicate resources consolidated

Over allocation can now be identified

Added NSF/DOE Coding by activity



Change is Good. Really!! The better our baseline, the easier the

effort to update the schedule and accurately predict the outcome.

Understand that everyone will have different degrees of change. The impact will be different for each subsystem.



Overview of Changes by Subsystem 1.5

• 1.5.8 Test Cryostat (new activity, $140K)• 1.5.9 3He Spin-Holding Coil – new activities

1.6• Rate Correction ($52K)

1.8• More labor hours added. ($590K)• Missing ODC added. ($345K)

1.10• Rate Correction ($296K)



Transfer of Dollars (Base $s) -1.1.2.10 Laser induced fluorescence Deleted $37,037

-1.3.3.3 Liquid helium refrigerator for precool from 4 K to 1.5 K (WP) Moved $’s $77,658 to +1.3.3.5.3.3 Construction of refrigerator by vendor

-1.3.5 Cryovessel Assembly, Testing and Operation Infrastructure (WP) Duplicate activity deleted $467,801

-1.3.3.4 First Dilution Refrigerator (WP) Moved $97,665 to R&D +1.1.2.13 Dual Use Cryostat Dilution Refrigerator

-1.5.11.6 O- Transport Conventional Shield and Degaussing System had $34,515 moved to +1.9 O- Transport Conventional Shield and Degaussing System



CD-1 vs Current Schedule

ID WBS Task Name Total Slack BaselineStart

Start BaselineFinish

Finish BaselineDuration

Dur Baseline Cost CD-2CostnCont

1 1 EDM Project 0 d? 11/15/05 11/15/05 11/14/13 2/14/16 2921.4 d 3744 d? $17,196,313 $18,382,464

2 1.1 Research & Development 0 d 4/1/06 4/1/06 12/24/07 11/2/08 633 d 947 d $560,133 $550,985

121 1.2 Polarized Neutron Beamline and Shielding41 d 4/1/06 4/1/06 12/23/12 11/28/12 2458.4 d 2434 d $2,213,737 $2,232,086

174 1.3 Cryostats, Refrigerators and Related Equipment371 d 10/1/06 12/3/06 6/7/10 6/30/11 1345.08 d 1671 d $4,855,524 $4,211,804

276 1.4 3He Services (He3S) 602 d 1/3/07 2/14/07 5/26/13 10/11/12 2335.84 d 2067 d $1,568,088 $1,496,720

440 1.5 Magnets & Magnetic Shielding 0 d 1/2/07 2/14/07 4/9/12 8/20/13 1923.52 d 2380 d $2,669,936 $2,971,523

537 1.6 Central Detector System 223 d? 4/1/06 4/1/06 4/17/11 1/16/12 1842.76 d 2117 d? $1,816,270 $1,888,193

667 1.7 Electronics, Simulations, Data Analysis 0 d? 1/3/07 4/1/06 12/14/10 6/14/11 1441.47 d 1901 d? $576,113 $576,131

804 1.8 Infrastructure 676 d 1/3/07 2/14/07 6/7/11 8/14/10 1616.4 d 1278 d $960,567 $2,028,051

899 1.9 Assembly and Commissioning 0 d? 6/7/10 6/30/10 9/14/13 2/14/16 1195.32 d 2056 d? $534,978 $575,918

956 1.10 Project Office 493 d 4/1/06 4/1/06 11/13/13 11/11/13 2784 d 2782 d $1,440,967 $1,851,054

966 1.11 Cash Flow 0 d 4/1/06 4/1/06 1/1/12 1/2/12 2102 d 2103 d $0 $0

991 1.12 Critical Decisions 0 d 11/15/05 11/15/05 11/14/13 3/19/15 2921.4 d 3412 d $0 $0

1012 1.13 External Milestones 220 d 4/1/06 4/1/06 8/1/09 8/1/09 1219 d 1219 d $0 $0

Finish of nEDM ProjectNew Guidance Current9/7/14 3/19/15



CE Budget Profiles ($k)FY’06 FY’07 FY’08 FY’09 FY’10 FY’11 FY’12 FY’13 FY’14 Total

DOE

Guid.

180 1,200 2,500 1,100 4,000 6,000 3,000 575 550 19,105

DOE

Use

180 1,200 2,125 1,475 4,000 2,300 415 100 ? 11,795

DOE

G-U

375 -375 3,700 2,585 475 550 7,310

NSF

R&D/E

200 200

NSF

Mgmt.

40 50 50 140

NSF

TPC

200 2,510 2,150 2,450 7,310

NSF

Prop.

2,550 2,200 2,500 7,250

NSF

Use

200 2,550 2,200 1,425 450 275 350 7,450

NSF

P-U

0 1,075 -450 -275 -350 0

TPC 180 1,400 2,125 3,985 6,150 3,675 865 375 350 19,105



1.4 3He Systems

Steve Williamson (Illinois)

1.2 Polarized Neutron Beam Line & Shielding

Wolfgang Korsch (Kentucky)

1.1 Research & Development

Martin Cooper (LANL)

1.6 Central Detector Systems

Takeyasu Ito (LANL)

1.8 Infrastructure

Walt Sondheim (LANL)

1.9 Assembly & Commissioning

Paul Huffman (NCSU)

1.7 Electronics, Computers, Simulations,

Data AnalysisJim Miller (Boston)

1.5 Magnets and Magnetic Shielding

Brad Filippone (Cal Tech)

1.3 Cryostats, Refrigerators and

Related Equipment

David Haase (NCSU)

1.10 ProjectManagement

Martin Cooper (LANL)

Organizational ChartnEDM Project

Martin Cooper (Contractor Project Manager)

Kim Selvage (Project Controls Analyst)

KeyGreen: logic reviewed, resource loaded scheduleYellow: still needs to work out a few issuesOrange: refined the intersystem logic



Operation Tasks “O-” added to task name

Identifies activities that will happen after CD4

By moving them to the bottom of the schedule, individual Subsystems will have a more accurate finish date

Will not be part of CD-2/3a Schedule



Snapshot of OperationsID WBS Task Name Start Finish Dur

932 1.9.4 B-Shield Assembly and Commissioning at FNPB6/7/12 11/22/15 1264 d?

933 1.9.4.1 O- Hold Shield at Caltech 6/7/12 6/23/13 382 d

934 1.9.4.2 O- Disconnect cryostat plumbing 3/20/15 3/24/15 5 d

935 1.9.4.3 O- Transport Conventional Shield and Degaussing System3/20/15 7/9/15 112 d

936 1.9.4.4 O- Roll cryostat back 3/25/15 3/29/15 5 d

937 1.9.4.5 O- Mate neutronics 3/30/15 4/7/15 9 d

938 1.9.4.6 O- Roll cryostat forward 4/8/15 4/12/15 5 d

939 1.9.4.7 O- Reconnect cryostat plumbing 4/13/15 4/17/15 5 d

940 1.9.4.8 O- Neutron beamline installed 4/17/15 4/17/15 0 d

941 1.9.4.9 O- Receive Tested B-shield at the FNPB 7/9/15 7/9/15 0 d

942 1.9.4.10 O- Bolt lower B-shields to platform 7/10/15 7/27/15 18 d

943 1.9.4.11 O- Assemble/Debug B-shield DAQ 7/10/15 7/27/15 18 d

944 1.9.4.12 O- Mount platform assembly to rails and roll under cryostat7/28/15 9/1/15 36 d

945 1.9.4.13 O- Scaffolding Installed at FNPB 9/1/15 9/1/15 0 d

946 1.9.4.14 O- Install protection on lower B-shield 9/2/15 9/10/15 9 d

947 1.9.4.15 O- Assemble upper portion of B shield and protection9/11/15 11/3/15 54 d

948 1.9.4.16 O- Test B-shields 11/4/15 11/21/15 18 d

949 1.9.4.17 O- B-shields Assembled/Commissioned 11/21/15 11/21/15 0 d

950 1.9.4.18 O- Install Shielding in Building 11/22/15 11/22/15 1 d?

951 1.9.4.19 O- Install Cosmic Ray Vetoes 11/22/15 11/22/15 1 d?

952 1.9.5 Commissioning at the FNPB 3/19/15 2/14/16 332 d

953 1.9.5.1 O- DAQ final testing/acceptance 3/19/15 3/19/15 0 d

954 1.9.5.2 O- Commissioning Run 11/23/15 2/14/16 84 d

955 1.9.5.3 O- Assembly/ Commissioning Complete 2/14/16 2/14/16 0 d

956 1.10 Project Office 4/1/06 11/11/13 2782 d



Known Issues that Need to be Resolved 7 day workweek converted to 5 day workweek

Over allocation of several people• Examples on next slide

Need FY08 Rate Table • Needs to be costed

Need to match funding profile

Need to update the Resource Dictionary with current workforce

Separate O’s into a subproject



Over allocated ResourcesBoston - Jim Miller

Caltech - Brad Plaster

Caltech - Engineer - Boissevain

Duke - Faculty - Haiyan Gao

Duke - Grad Student - Qiang (Alan) Ye

Duke - Staff - Dutta

UIUC - Draftsman - D1

UIUC - Engineer - Bartoszek

UIUC - Grad Stud - Yoder

UIUC - Technician - Eric Thorsland

IU - Staff - Long

LANL - Tech - Gomez

LANL-TSM Sondheim

LANL-TSM Cooper

NCSU - Cryogenic Tech 1

NCSU - Cryogenic Tech 2

NCSU - Elect Tech - Patrick Mulkey

NCSU - Electrical Eng - Bret Carlson

NCSU - Faculty - David Haase

NCSU - Mech Eng - Matthew Busch

NCSU - Software Engineer

NCSU - Student Tech

ORNL - Engineer-Rick Allen

ORNL - Staff - Procurement

ORNL - Technician 1

ORNL - Technician 2

SFU - Faculty - Mike Hayden

Berk - Grad Student - Sushkov

Yale - Staff - Lamoreaux



In Closing… The changes have made a better baseline

Still need to make many more changes

Draft version is available


Collaboration Meeting 5/19/08 #15

nEDM Preparing for CD-2/3a

Kim Selvage

Project Controls Analyst



CD2/3a Work List Complete R&D to establish technical feasibility

Calculation of forecasted sensitivity based on R&D

Build schedule and work packages to be baselined from R&D results

Identify Work Package Leaders

Build Cost Book

Complete preliminary engineering and selected cryogenic final engineering

Convert preliminary documents to final documents

MOUs between LANL and collaborating institutions

Establish NSF support of the project and integrate it with the DOE support



Steps Update your rate table

Develop your WBS in the MS Project Schedule

Link your activities – Revise your logic

Logically group your activities into Work Packages

Document your changes



Rate Tables CD-1 used FY06 rate table

CD-2/3a will use a current FY08 rate table• All institutions will submit their current

information• Escalation will take place FY09 out• WP will be updated as well as the schedule• Approximately 60 procurements > $25K



Example of Procurement <$25K 1.4.10.3 V2 Valve, V4 Valve, V5 Valve

$70,000• 1.4.10.3.3 Procure V4 Valve Bodies and Seat

$15,000• 1.4.10.3.4 Procure V2 Valve Body and Seat

$10,000• 1.4.10.3.5 Procure V5 Valve Bodies and Seat

$15,000• 1.4.10.3.6 Procure V2 Valve Actuator



$10,000



FY2010 Field Budget Call

Fiscal YearAnnualFactor

CumulativeFactor

AnnualFactor

CumulativeFactor Proc Labor

FY09 1.02 1.020 1.044 1.044 -0.002 -0.001

FY10 1.02 1.040 1.045 1.091 -0.004 -0.004

FY11 1.02 1.061 1.045 1.140 -0.005 -0.008

FY12 1.02 1.082 1.045 1.191 -0.006 -0.011

FY13 1.02 1.104 1.045 1.245 -0.008 -0.016

FY14 1.02 1.126 1.045 1.301 -0.010 -0.020

FY15 1.02 1.149 1.045 1.360 -0.012 -0.025

Difference from CD-1Procurement Labor

Escalation Factors



Resources in Schedule Schedule is resource loaded

• Duplicate resources combined• Do not enter resources or procurements in

schedule• Project Office will enter the resources and

procurements based on your work packages• Define how the costs will be spread over the

duration of the activity by selecting an accrual method

– Prorated– Start– End



Revising Logic Do not put predecessors/successors on

summary tasks

When to use FS and SS

Lag vs. Constraints Discussion



The Small Version of the Big Picture

Development

Feedback



Performance Baseline SSM Effort (9/19)

Work Breakdown Structure in MS Project

Verify FY08 Rate Table

Work Packages• Contingency Analyses

Risk Table

WBS Dictionary

Cost Books (NEW)



Cost Book Needs The Basis-of-Estimate (BOE) shall contain supporting

information substantiating each cost data item • vendor quotes• engineering calculations• graphs• figures

(BOE code) which characterizes the uncertainty associated with the estimate. The categories established for the project in decreasing order of confidence include:• CP, catalog prices for off-the-shelf items;• VQ, vendor quotations based on finished drawings, followed by

vendor quotes on preliminary drawings;• HD, historical data from previous experience with similar

components and efforts; and• EE, engineering estimates based on the estimator’s judgment and

experience.



Cost Book Example



WP Leaders Verified Each Subsystem Manager will receive

a worksheet• Fill out the WP Managers• The WP Manager should not be a limited

term employee• How will you handle when a person

moves from one institution to another?• Return to Kim on Tuesday • The WP managers will work with the

Subsystem Managers



Work Packages Designed to allow you to estimate burdened

costs and generate work packages in preparation for CD-2/3a and beyond.

This process will also establish the contingency on each activity.

Current labor and overhead rates will be loaded into a linked rate table. You can estimate total costs using easy-to-use drop down menus and entry fields.



Section 1. Set Up Activity Sheets For each activity in the MS Project schedule

• If work package contains > 20 activities, break into multiple work packages

• Do not add additional activity sheets to the workbook

Enter estimated duration

Start and end dates will be entered by the project office at a later date

Estimate contingency according to the rules contained in the PEP



Contingency Refresher

Re-evaluate current work packages

Durations and cost in the work package• No contingency• Currently the duration in the Microsoft Project

Schedule is with contingency

With some exceptions, the contingency will decrease due to R&D advancements



Risk Factors



Risk Weights



Section 2. Estimate Labor Costs Specific Person

• Assign name, institution, labor type and hours

Generic resources in the Project schedule • Assign TBD, institution, labor type and hours

Graduate students, scientific staff and professors should not have a cost associated with them.• Capture their effort both here and in the

schedule for planning purposes.



Duration and Work Effort Comparison

I. EDM Activity Information

WBS Number:

360

8%

6%

4%

II. Labor ChargesBase Labor

Cost0.03 72 52.44 3,775.68 - - 0.03 72 55.94 4,027.68 - - Caltech CalTech Engineer

Name (Optional) Home Institution Labor Type or DisciplineFractional

TimeHours

Base Labor Rate

Org SupportFacility Cost

(LANL)

Weighted Cost Contingency:

Schedule Contingency: Schedule Contingency Weight: 1 Weighted Schedule Contingency:

Technical Contingency: Technical Contingency Weight: 2 Weighted Technical Contingency:

Cost Contingency: Cost Contingency Weight: 1

Caltech

Activity Title: F-Design Superconducting Shield Including Penetrations

Anticipated Start Date: Anticipated End Date:

Ray CortezBob Carr

Estimated Duration in Days:

CalTech Technician

VI. Assumptions, Constraints and Dependencies123456789

10



Section 3. Estimate Other Direct Costs (ODC)

Enter cost type, base estimate and purchasing institution.• travel, supplies and small equipment purchases

Check accuracy and completeness of your ODC estimate• make sure that you have included appropriate amounts

of ODC for each institution participating in the activityIII. Other Direct Costs (ODC)

Base Estimate Purchasing Institution

Loaded Total

ODC Base Total - -

ODC Type



Section 4. Estimate Major Procurements Estimate the burdened cost of all procurements over $25k

• Write a brief description of the item• Enter a base estimate (best guess until you have a quote)• Assign institution that will initiate the purchase

Institutions may have different overhead rates for small and large procurements. Be sure to enter procurement costs in the section with the appropriate overhead rate.

Submit vendor quotes labeled by WBS electronically to the project office for purchases greater than $25K or as requested by Project Office• Will provide reviewers with a better understanding of how cost

estimates on largest ticket items were determined• Some purchases might be grouped



Section 6. Assumptions Assumption - A condition or statement

assumed to be true for the purposes of planning that if proved false could significantly alter the project's ability to complete the activity as expected.• Example: you may assume that your institution

will assign a lower overhead to the project because of its scientific importance. If the institute eventually decides against offering the lower rate, the estimated cost of the activity could increase significantly.



Section 6. Constraints Constraint - A restriction or limitation that must be

met by the activity in order to satisfy project requirements. • Example: the EDM Project Manager may assign a

budget constraint to a particular piece of equipment in order to complete the project within DOE's funding profile.

• Example: an activity on the critical path may have to be started or finished on a certain date in order to meet a Critical Decision point or other high level milestone.

Use this section to document constraints that the project office needs to know



Section 6. Dependencies (Links) Dependency - A relation between activities,

such that one requires input from the other. • Example: completion of an activity may

require that another activity from outside of your WBS element be completed first.

• Document any dependencies of which you are aware in the activity sheets

• Refer to the master schedule to identify the logical relationships that have been defined to this point



Complete the Work Package Sheet Once you have finished a sheet for each

activity in the work package, the last step is to complete the work package. • Enter a work package title• WBS number at the Summary level• Max. 3-4 sentence description of the work

scope– The detail will go into the WBS Dictionary

• Milestones• Assumptions pertaining to the overall work



Milestones The following definitions from the planning

guidance apply to entering milestone levels:• Level 1 DOE

– Critical Decisions• Level 2 PEP Milestone

– 1 to 2 per Year• Level 3 Work Package

– 1 to 2 per Quarter• Level 4 Activity (Lowest Level)

– Your internal milestones to manage

DOEPO

NSF



Risk Need to rework contingency

Document risk

Contingency >30% needs to be documented on the work package section 6.

A risk log will be created from the WP documentation

The work packages and the schedule can easily show the amount with and without contingency

Schedule contingency dropped from 12 months to 8 months



High Contingency ActivitiesWBS Task Name Cont %

1.6.11.13 Test entire central detector system 78

1.5.6.4 Fabricate Dressed Spin Coils 74

1.6.7.3 Procure end cap 66

1.6.6.1.5 Procure Optics 64

1.3.2.3.4 Construction of the volume and dummy end cap for testing 60

1.6.8.2 Prototyping 60

1.6.8.4 Procure V1 valve 60

1.6.6.1.3 Prototyping 56

1.4.5.3 F-Design Purifier Concen Measure Eqpt 54

1.4.5.9 Procure Purifier Concen Measure Eqpt 54

1.4.8.2 F-Design Pressurizer Bellows 54

1.4.8.4 Procure Pressurizer Bellows 54

1.4.10.2.2 F-Design V1 Valve Actuators 54

1.4.10.2.4 Procure V1 Valve Actuators 54

1.5.4.5 Fabricate B0 Field and Gradient Field Coils 54

1.5.11.7 Cold Test of B0 Coil Package 54

1.6.2.1.3 Procure Capacitor 54

1.6.2.2.3 Procure Electrodes 54



High Contingency Continued1.6.2.3.3 Procure Connecting Line 54

1.6.2.4.3 Procure Penetrations 54

1.6.4.4 Procure Cells 54

1.6.4.5 Coatings 54

1.5.4.7 High Field B0 Test 52

1.5.6.6 Warm Test of Dressed Spin Coil 52

1.5.9.8 Test 3He Spin-Holding Coil at CIT 52

1.5.11.3 Warm Test of B0 Coil Package (Low Field) 52

1.5.1.5 Procure Conventional Shield and Support Structure 51

1.2.3.2 Procure Magnets 50

1.6.3.2 F-Design HV Monitor 50

1.2.2.2.1 P- Magnetic Field Design 48

1.2.2.2.2 F- Magnetic Field Design 48

1.3.3.5.3.3 Construction of refrigerator by vendor 48

1.4.3.10 Collection System Sensor Instrumentation 48

1.6.6.3.3 Prototyping base 48

1.5.3.4 Procure Ferromagnetic Shield 45

1.5.10.4 Procure Ferromagnetic Shield 45



Performance Baseline PO Effort (10/24) Change Log submitted from SSM effort

Work Breakdown Structure

WBS Dictionary

Work Packages

Contingency Analyses

Cost Books

Resource Loaded Schedule

Critical Path Schedule

Rework Schedule



Sample Change Log

Unique ID Describe Change

CHANGE LOG



Changes What has been added to the schedule

Use the change log to identify requested external links

Document deleted activities

Document new activities



Change Control “Who can do what and at what authority”



Sample Baseline Change LogDate

ApprovedBCP

Number Description BCP

Amount Contingency Remaining

Contingency

2/14/2007 Initial OPC Contingency Amount 60,000$ 60,000$

2/14/2007 Initial TEC Contingency Amount 221,000$ 281,000$

-$ 281,000$

7/23/2007 BCP00 Manufacture the tricoil vacuum can at MIT (20,000)$ -$ 261,000$

-$ 261,000$

not approved Identified pulled out. Will be corrected. 9,000$ 270,000$

11/1/2007 Corrected (9,000)$ 261,000$

-$ 261,000$

10/1/2007 FY08 Contingency TEC 799,000$ 1,060,000$

1/4/2008 FY08 Capital funds reduction (140,000)$ 920,000$

-$ 920,000$

BCP01 Correction for NMGRT (1,100)$ -$ 918,900$

BCP01 LHe for dual-use cryostat operations (38,900)$ -$ 880,000$

BCP01 Dual-use cryostat construction (261,800)$ -$ 618,200$

BCP01 3He relaxation, geometric phase studies at NCSU (50,000)$ -$ 568,200$

BCP01 HV studies at Indiana University (8,000)$ -$ 560,200$

BCP01 NMGRT on NCSU ans Indiana contracts (3,200)$ -$ 557,000$

5/14/2008 Current Balance 940,000$ 557,000$



What The Project Office Needs New Rate Table in FY08 dollars

New/Revised WBS

Microsoft Project with Internal Logic

WBS Dictionary

New/Revised Work Packages

Change log

Cost backup documentation

nedm reworked schedule

Documents