Project Management at the LHC: A 20 Year Journey
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Transcript of Project Management at the LHC: A 20 Year Journey
Project Management at the LHC: a 20 year journey
Roberto Saban
ITER Project Management Conference Cadarache September 4th 2015
Roberto Saban CERN 2
What this talk is NOT A lecture on Project
Management Basics A description of Project
Management Tools A sales talk for a Project
Management Product
… but rather
ITER September 4, 2015
OutlineCERN & the LHC ProjectQuality AssuranceConfiguration ManagementDocumentationPlanning & SchedulingEarned Value ManagementLessons Learnt
Roberto Saban CERN 3
CERN was founded in 1954 as a Science for Peace Initiative by 12 European States
Member States: Austria, Belgium, Bulgaria, the Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Israel, Italy, the Netherlands, Norway, Poland, Portugal, Slovakia, Spain, Sweden, Switzerland and the United Kingdom Associate Member: Turkey, PakistanStates in accession to Membership: Romania, SerbiaApplicant States for Membership or Associate Membership: Brazil, Croatia, Cyprus, India, Russia, Slovenia, Ukraine Observers to Council: India, Japan, Russia, United States of America; European Commission, JINR and UNESCO
2300 staff: physicists, engineers, technicians, administrative personnel1300 personnel on contract11500 users who represent more than half of the living particle physicists originating from 500 universities and institutes and of more than 80 nationalities
Annual budget 1 BCHFITER September 4, 2015
The Mission : research, develop technologies, train scientists
Roberto Saban CERN 4
The technologies generate innovation
ITER September 4, 2015
Accelerators Detectors
Hadron therapy The Computing Grid
CAT
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The accelerator complex
ITER September 4, 2015
Roberto Saban CERN 6ITER September 4, 2015
The specifications of many systems were over the state of the art. Long R&D programs with many institutes and industries worldwide were necessary.
The technological challenges of the LHC
the largest superconducting magnet system
~10’000 magnets
the highest field dipole accelerator magnets 8.3 T
the largest 1.9 K cryogenics installation
superfluid helium, 150 tons of LHe to cool down 37’000 tons of StSt
ultra-high cryogenic vacuum for the particle beams
10-13 atm, ten times lower than on the Moon
the highest currents controlled with high precision
up to 13 kA
the highest precision ever demanded from the power converters
ppm level over several orders of magnitude
a sophisticated and ultra-reliable quench detection and magnet protection system energy stored in the magnets ~10 GJ,
energy stored in the beams > 700 MJ
Roberto Saban CERN 7
The LHC last week
ITER September 4, 2015
Roberto Saban CERN 8
The Medium Term Operation
ITER September 4, 2015
LHCb b b b b b b b b b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o
Injectorso o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o
LHCo o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o
Injectorso o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o
LHCo o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o
Injectorso o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o b b b b b b b b b b b b o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o o
Q1 Q2 Q3 Q4 Q1Q2 Q3 Q4 Q1 Q2 Q32035
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q4Q2 Q3 Q4 Q1 Q2 Q3Q4
Q1 Q2 Q3 Q4
2029 2030 2031 2032 2033 2034
Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4 Q1 Q2Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4 Q1 Q22022 2023 2024 2025 2026 2027 2028
Q1 Q2 Q3 Q4 Q1 Q2Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4 Q1 Q22020 2021
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q3 Q42015 2016 2017 2018 2019
PHASE 1Run 2
Run 3
Run 4
LS 2
LS 3
LS 4 LS 5
PHASE 2
LS 4 LS 5Run 5
Run 3 Run 4
HL-LHC installation
LIU installation
Roberto Saban CERN 9
The LHC & its lifecycle
ITER September 4, 2015
+ th
an 2
5 ye
ars
1983 First studies for the LHC project1988 First magnet model (feasibility)1994 Approval of the project by the CERN
Council1996-1999
Series production of the magnets
1998 Declaration of Utilité Publique and start of civil engineering
1998-2000
Main production contracts
2004 Start of the installation of the LHC2005-2007
Installation of the magnets in the LHC tunnel
2006-2008
Hardware commissioning
2008-2009
Beam commissioning
2009-2035
Physics
Very long lifecycle therefore the need for internal knowledge transfer.
One generation will design build and commission the accelerators, the next one will operate, maintain and decommission it. therefore
Product Lifecycle Management is essential
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Project Timeline
ITER September 4, 2015
Project AdministrationTechnical Coordination & Planning Quality Assurance Plan Engineering Documentation Procurement Process Manufacturing Process Test Results
Earned Value Management Interfaced to accounting system Actual Costs Interfaced to contract management system Interfaced to human resource management
system In-kind contributions
Member States asked CERN Management to set up an appropriate Project Control System
Roberto Saban CERN 11
A journey
ITER September 4, 2015
We were convinced that we had a well-oiled machine from LEP construction days but we realized that the legacy tools that we had where inadequate for the project
for the control of the schedule they consisted in some planning tools where the baseline was regularly re-adjusted
for the control of the cost they consisted in precise but rudimentary accounting tools showing expenditure versus time
with no link between them
Cour
tesy
L.E
vans
Roberto Saban CERN 12
LHC is a mega-project
ITER September 4, 2015
as such it contained many project types in one project
A single PM methodology could not be imposed, instead it had to become and aggregation of practices
Cour
tesy
P.Bo
nnal
Roberto Saban CERN 13
Committees
ITER September 4, 2015
Few but empoweredPLC Parameter & Layout
The PLC established and maintained the list of parameters of the project and managed the associated functional lay-out. The parameter list included beam parameters as well as the parameters of the components of the accelerator. These were regularly reviewed in the light of the progress of the design and critically assessed in terms of global impact to the performance of the machine.
TCC Technical CoordinationThe TCC was in charge of the baseline of the project as designed to satisfy the parameter set defined by the PLC and the integration of machine components. It maintained the configuration, the documentation of the main systems and their subsystems. Controlled change management critically reviewing the impact on interface systems, on the schedule and on the cost of the project.
Machine Advisory Monitored progress, cost and availability of resources. Helped to sort out difficult technical issues.
Roberto Saban CERN 14
QA in the LHC Project
ITER September 4, 2015
Roberto Saban CERN 15
Configuration Management
ITER September 4, 2015
A set of approved and released documents that represents the definition of a product at a specific point in time
Configuration baselines are established whenever is necessary to define a reference configuration during the lifecycle of the product
The baseline is used as a starting point for further activities until it is revised in a controlled way
The responsibility of the Project Engineers is reflected by the organization in subprojects
The configuration is mirrored in a tree structure where all the documentation is contained
Insp
ired
by P.
E.Fa
uger
as
Roberto Saban CERN 16
Quality | Processes and documents
ITER September 4, 2015
Naming conventions Document types Central repository and procedures for the handling of documents the specification of parts the recording and processing of test results the follow-up of the progress the exchange of documentation with
contractors and partner institutes One lifecycle for each document type Predefined circulation and approval lists to
ensure interface system owners are aware of and approve specifications or changes.
Close follow-up of implementation of changes in terms of interfaces, schedule, budget, etc.
EngineeringDataManagementSystem
Roberto Saban CERN 17
From project to installation
ITER September 4, 2015
Functional and Engineering Specificationsto make people describe their requirements, their interfaces, their engineering
Engineering Change Request/Orderto ensure the information is up-to-date at a given time, and shared with all those participating to the projectto control changes through validation and update impacted specifications
CDR(Conceptual Design Report), TDR (Technical Design Reports), Schematics, 2D-Drawings, 3D-Mockups, Technical Notes, Technical Reports, Technical Datasheets, various lists, BoMs , Procurement Documents (TD,TQ, QC, TS, TF), Scientific Publications, illustrations, sketches, photos, videos
Cour
tesy
P.Bo
nnal
, S.C
hem
li
Roberto Saban CERN 18
From installation to commissioning
ITER September 4, 2015
Cour
tesy
P.Bo
nnal
, S.C
hem
li
Roberto Saban CERN 19
Manufacturing and Test Folder
ITER September 4, 2015
Cour
tesy
Ph.
Lebr
un
Roberto Saban CERN 20
The installed collider
ITER September 4, 2015
Cour
tesy
P.Bo
nnal
, S.C
hem
li
The installed machine evolvesComponents are exchangedNew components are installedThe configuration changes
Engineering Change Request/Order
Changes are documentedThe impact on safety, infrastructures, on neighboring systems, planning, budget is carefully studiedThe layout is updated to ensure the integration of the next changes is possible
Roberto Saban CERN 21
Change Control
ITER September 4, 2015
Cour
tesy
Ph.
Lebr
un
Roberto Saban CERN 22
The Master Schedule
ITER September 4, 2015
The strategic goals and major milestones of the project
Cour
tesy
K.F
oraz
Roberto Saban CERN 23
The tactic
s
ITER September 4, 2015
Implement and control the flow of installation following the main
milestones of the master schedule
Baseline !
Cour
tesy
K.F
oraz
Three levels of planning & scheduling
The strategy
1
2
Roberto Saban CERN 24ITER September 4, 2015
Cour
tesy
K.F
oraz
Three levels of planning & scheduling
Sect
or 1
2
Sect
or 2
3
Sect
or 3
4
Sect
or 4
5
Sect
or 5
6
Sect
or 6
7
Sect
or 7
8
Sect
or 8
1
Inje
ctio
n Li
ne 2
Inje
ctio
n Li
ne 8 3
The detail
Roberto Saban CERN 25
Review of the planning
ITER September 4, 2015
The LEP Dismantling and the LHC Construction/Installation Schedules
The delay of the QRL imposed the reshuffling of some activities. Additional resources were added for the following phases +3 months
Hardware commissioning was included
Major non-conformities during installation: +2 months because of the QRL, +4 months because of the interconnects
Interconnect non conformities + Inner Triplet Crisis +7 months
Roberto Saban CERN 26
EVM Basics
ITER September 4, 2015
Cour
tesy
P.Bo
nnal
Roberto Saban CERN 27
Industrialization & production ramp-upLHC superconducting dipole magnets
ITER September 4, 2015
Roberto Saban CERN 28
Schedule Variance
ITER September 4, 2015
Cour
tesy
P.Bo
nnal
Roberto Saban CERN 29
Cost Variance
ITER September 4, 2015
Cour
tesy
P.Bo
nnal
Roberto Saban CERN 30
Reporting to Council
ITER September 4, 2015
Cour
tesy
L.E
vans
, Ph.
Lebr
un
Roberto Saban CERN 31
EVM | Lessons learnt
ITER September 4, 2015
Careful with the activities Number of activities stay below 500
Size of the activity 80% of the activities in range 0.2% – 2% BAC
Duration of an activity 10% project duration and 3 months
Unambiguous responsibility only one per activity
Systematics in breaking down to ease definition and taking over
Deliverable-oriented EVM “10 magnets out of 20” physical progress statement is more informative than a “50% complete” statement!
Roberto Saban CERN 32
Analysis of the Risks
ITER September 4, 2015
Each risk was assigned a measure for1.Likelihood rare, possible, likely, frequent, very frequent
2.Impact on CERN’s objectives insignificant, moderate, major, catastrophic
3.Impact on the interruption of operation hours, days, weeks, months
from which a score was derived to rank the risks.
A record was prepared for each risk giving a description, the owner, the measure which could be taken to mitigate it, its cost, its score and the new score if the mitigation measures are taken.
Based on this analysis, the Management took the decision on how to handle each risk. i.e. take mitigation measures or accept it.
LHC Project Management | in short
Strong Project Leader & control by a central team
Quality Assurance Culture Processes, documentation,
repositories Design, construction, assembly,
commissioning, operation Multi-level planning and scheduling
3 levels master, co-ordination and detailed
Deliverable-oriented EVM
Roberto Saban CERN 33ITER September 4, 2015
Changed the culture inside the organizationContributed to cost consciousness at all levelsConveyed assurance to the stake holders that the project team was well in control of the project
✔
With many valuable contributions from P.Bonnal, S.Chemli, J. de
Jonghe, L.Evans, K.Foraz, Ph.Lebrun