Scheduling and its role in the management of ITER

Transcription

1 Scheduling and its role in the management of ITER Peter Swenson ITER Head of Project Office July 2011 Page 1

2 Outline Structure of project team The ITER project approach IO and DA role in Project Management Project Baseline Project Management Systems Status of project History of baseline Japan situation and current planning efforts Lessons Learnt Page 2

3 Project Structure Page 3

4 ITER Structure An International Collaboration of 7 members China European Union India Japan Republic of Korea Russian Federation United States of America The ITER Organization (An International Organization) Seven Domestic Agencies (One per Member) Governed by the ITER Council with Delegates from each member Page 4

5 The ITER concept of Value Project uses Euros and a unique currency developed for the project in 1989: ITER Units of Account (IUA or kiua) Avoids dealing in multiple currencies with fluctuations and variable purchasing power parity Original project value 3577 kiua (now increased) No true cash equivalent value Members do not report actual cost, nor does the IO manage their costs (kiua only) Parties are responsible to provide their contributions in-kind and support the IO in-cash Current IUA conversion ~1.55 Page 5

6 Motivation of Parties and Procurement Allocation Parties to the ITER Agreement provide contributions In-Cash,~10% of total value, and In-Kind" or in lieu of cash ~90% of value The Tokamak, major components, and buildings are contributed in-kind The Common Understandings on Procurement Allocation is the document which divides up the in-kind contributions The ITER Agreement was developed to meet the objectives of the parties individually and collectively: Build a Tokamak that meets the Project Requirements Develop the technical industrial base of the parties Pursue national interests in specific areas The Procurement Allocations were not developed strictly for efficiency of lowest cost of construction Conductors as an example Six parties involved in fabrication of conductor Page 6

7 ITER Value ITER Total Value kiua DA kiua Value In-Kind 90% IO value In-Cash 10% R&D 80 kiua Procurement Package to DAs IO Staff External Services Contract PA* PA Subcontractor DA DA Industry Research institute * PA = Procurement Arrangement Page 7

8 Role of IO and DAs in Project Management ITER Organization (IO) Maintains central management and integration Design Authority and Nuclear Operator Overall scope, schedule, and cost control (including change control) Domestic Agencies (DA) Manage the work of the member Execute Procurement Arrangements Place and manage industrial contracts Integrate with other Domestic Agencies Page 8

9 Work Flow IO completes the design in accordance with the PA type Conceptual Preliminary Final Work is turned over to the DA for in-kind procurement based on one PA type DAs pick up management of work at a different point Scheduling and project management work (including credit earned) varies with the PA type IO retains design authority which requires a high degree of design collaboration Page 9

10 Three types of Procurement Arrangements Build to Print Core and critical Tokamak Systems Detailed Design Complex systems Functional Specification Generic or less complex systems Page 10

11 Build to Print Page 11

12 Detailed Design Page 12

13 Functional Specification Page 13

14 Project Baseline Page 14

15 ITER Work Breakdown Structure The WBS is defined as follows: Level 0 Programme Level 1 Project Level 2 Subproject Level 3 System (35) Level 4 Subsystem (166) Level 5 Control Account (1014) Activity Level Work Packages/Planning Packages (10,063 total activities) 4,249 ITER Organization activities 5,814 Domestic Agency activities ITER Construction Operation Deactivation Decommissioning Tokamak Basic Machine Ancillary Systems Plant Systems Buildings and Site On-Site Assembly, Installation and Pre-Operations Project Oversight and Support Page 15

16 Scope and Management Technical Documentation, Performance Management Baseline, and Management Documentation Page 16

17 Overall Project Schedule - Baseline Page 17

18 Cost - Current Project Value Total Project Costs Summary Table KIUA IC-4 IC-5 MAC-7 MAC-7 MAC-8 IC-6-Ex IC-6-Ex IC Jun-09 Nov-09 Mar-10 Mar-10 May-10 Jul-10 Correction Nov-10 Budget Title 2018 FP FDR 2001/ITER 2018 FP Baseline less 2019 FP 2019 FP Agreement Baseline 10% M&S Projection Baseline CASH Direct Expenditure Direct Investment - Fund ADI - Cash Direct Investment - TBM Research and Development Cash Base Estimate Subtotal IN KIND Direct Investment - In Kind ADI - In Kind (Submitted / Approved at meeting) Subtotal Direct Investment - In Kind Estimated Baseline Costs ADI Not yet included in Baseline Total Estimated Costs Additional Resources - Note Overall Estimated Total Page 18

19 ITER Budgeted Cost of Work Scheduled (Planned Value) 1200,0 1000,0 800,0 Millions 600,0 In Kind Value IO Value 400,0 200,0 0, Year Page 19

20 Project Schedules as part of the Project Management System Page 20

21 Primavera and its relationship with other Project Management Systems Baseline Databases and PMRS Pertmaster Contingency Analysis Primavera Scheduling WBS Äctivity Estimate, Resources and Uncertainty Data WBS Scope Database Detailed Scope WinEst Activity Estimates Baseline Reporting System Activity Data WBS Manual Interface Cobra Cost Analysis Earned Value Performance Reporting System Actual Cost Data SAP Finance System Timesheet Data Cost Data Page 21

22 ITER Integrated Project Schedule (IPS) Level of Detail Level 0: Overall Project Schedule (OPS) Level 1: ITER Management Summary Schedule (MSS) and Milestone Sequence Chart (MSC) Level 2: ITER Integrated Project Schedule (IPS) Level 3: IO and DA Detailed WBS Schedules (DWS) ITER Procurement Package Allocations (PA) Schedule) Page 22

23 Strategic Management Plan Now being Implemented Page 23

24 SMP Schedule levels and content Page 24

25 Automated Roll-Up of DA Schedules Page 25

26 Project Management Systems Baseline Databases and PMRS Page 26

27 Project Reporting Timely, transparent routine reports are made available to all stakeholders Schedule Performance Index, Cost Performance Index Earned Value Measurement System in accordance with the ANSI standard Online systems are now quite standard, using a variety of software tools readily available in the market All project participants have access Monthly reports and routine project reviews are an essential component of performance management Page 27

28 Cost Performance Data is evaluated at all levels of the WBS Page 28

29 Evaluation of proposed changes prior to upload into baseline (Whole project or specific WBS area) Page 29 29

30 Annual Work Plan Page 30

31 What is the Annual Work Plan? Executive Summary Scope Schedule Cost/Credit Based on current progress A one year piece of the lifecycle baseline plan which provides ITER Members a more detailed view of the work for the upcoming year Detailed Information Summarised 34.13% 34.13% ID Task Name Duration Apr 2009 May 2009 Jun 2009 Jul /4 26/4 3/5 10/5 17/5 24/5 31/5 7/6 14/6 21/6 28/6 5/7 12/7 19/7 0.13% 2.14% 13.60% 13.60% 2.14% 0.13% 1 Summary 2 Summary 3 New Task 4 New Task 2w 4d 3w 1w 1d 0w -3S -2S -1S 0 +1S +2S +3S 68.26% 95.46% 99.73% Item Project Scope Detailed WBS Schedule Cost/Credit Estimate Risk Analysis This plan allows ITER Members to base their near term technical and financial planning on the current status of the project as opposed to the baseline Page 31

32 The AWP enables ITER Member understanding in order to plan their contribution for the upcoming year Based on their current progress Integrated with the progress of other DAs Page 32

33 Where do we stand today? Page 33

34 Level 0 Overall Project Schedule (OPS) Critical and Near Critical Paths ITER CONSTRUCTION (00.01) Major ITER Construction Milestones and External Constraints WBS Level 3 or 4 Systems and Subsystems Magnets ( ) Vacuum Vessel ( ) Cryostat ( ) Buildings and Site ( ) O10 M08 Concept Creation Decree Granted by Start Machine Assembly M02 Cryostat Closed M07 M10 Start Machine O07 Design (Install Bioshield Lid) ASN Phase I Assy Phase II All Site Preparation Works Completed by M29 Final PA M04 Phase M09 1 st AIF Signature Complete Statutory Pressure Test VV Plasma Complete O05 O04 Tritium Plant Det. & Exh System & Cooling Circuit Complete Authorisation for Operation Received He/H D/D Authorisation (ANB) for O06 All ITER M05 M03 from Final ASN Design Phase Operation Received from ASN Site Complete Buildings Status as of : 30-April-2011 RFE Del y of (Last) TF Coil 15 Del y of TF Coil 10, 11, 06, 07, 02, 03, 16, 17, TF Coil 19 (Spare) TF Coil Case TF Coil TF Coil Fabrication T19 TF Coils Winding Process Process Qualification Complete MA (1.1.P1A.EU.01) Mock-Ups Qualificatio MA Case Winding Mockups Complete (EU) n(eu) Del y of (First) TF Coil 12, 13, 08, 09, 04,05,01, TF Case Winding TF Coil Process TF Coil Fabrication 18, 14 T18 TF Coils (1.1.P1B.JA.01) Mock-Ups Qualification Process Qualification Complete MA Case Winding Mockups MA (JA) Complete (JA) Del y of CS Structure Del y of (First) CS Module CS3L Del y of (Last) CS CS Coil Process CS Coil Final T07 CS Coil Module CS3U T23 T24 Qualification & Design Fabrication CS Process Qualification CS Ready for Machine Assy. Preliminary Design Complete CS Preliminary Design Final Assembly and Approved CS Final Design Central Solenoid (1.1.P4A-4B.US.01) Testing of CS at ITER Approved Site MA VV Sectors Fab. Contract Cryostat Design & PA Preparation Del y of VV Sector 05 04, 03, 02 09, 08, Del y of (Last) VV Sector 07 VV Sectors VV Sectors T30 Vacuum Vessel (1.5.P1A.EU) Qualificatio Fabrication VV Welding Qualification n MA MA VV Sectors Fabrication Completed Contract Awarded Cryostat PA Cryostat Base to Machine Cryostat Top Lid to Machine MA Signed Cryostat Contract Award Assembly Cryostat Lower Cylinder to Machine Assembly Contrac Cryostat Fabrication and Assembly t ITER Site Sub-Assembly Cryostat Upper Cylinder to Machine Cryostat Gravity Support Pedestals to Machine MA Assembly Assembly Nuclear B04 Architect Engineering Services (6.2.P2.EU.02) Bldg s Construction Design of Arch/Civil Works for Nuclear Bldg s Design Tender Design App d Approved by IO AE Services Contract Award Earthworks Tokamak Excavation & Drainage (6.2.P2.EU.03) & Spt Structure Earthworks & Spt Structure Excavation Contract Award Complete Install Anti-Seismic B36 Bearings Seismic Isolation Pads (6.2.P2.EU.04) Construction of Seismic Isolation Basemat (19) Lower Slab & ASB Anti-Seismic Bearings Contract Pedestal Award Completed Bldg Construction Contract Building Construction (6.2.P2.EU.05) Bldg Construction Contract Award Authorisation for HCF & RWF Radwaste Storage Systems Operation Received from ASN M11( Start Hydrogen-Helium M12 Operations (Phase I) Start Planned Maintenance M13 Start Hydrogen-Helium Operations (Phase II) O08 Nuclear D/T Phase Authorization for Ops Rec d from ASN Level 0 Overall Project Schedule (OPS) Critical and Near Critical Paths Status as of: 30-April-2011 Produced by ITER Organization Planning & Scheduling Section May 2011 Issue: APRIL PERIOD STATUS Date: 30-May-2011 Drafted: (revised) Katy Burke Reviewed: Approved: ITER Organization - Milestone Identification P6 Milestone Activity ID Unique Major or Key Milestone ID WBS Level = 1356 Activity ID: IO MAJ or KEY Two Character Organisation CN China EU Europe IN India IO ITER Organization JA Japan KO Korea RF Russian Federation US United States 6 Digit Identifier M14 Start Deuterium Operations M15 One Character WBS Owner xxx I ITER T Tokamak A Ancillary Systems P Plant Systems B Buildings and Site S On-Site Assembly/Installation/Testing F Fusion, Science & Technology O Project Oversight and Support Milestone Type MAJ = Major Milestone KEY = Key Milestone Major and Key Milestone ID: T 01 Start Deuterium-Tritium 2 Digit Identifier xxx xxx MA M16 Legend Q=10 Long Pulse Achieved Major Milestone Key Milestone Milestone External Constraint Activity Start of Process Finish of Process Near Critical Path or Path of Concern Critical Path Hand Off Interface Interface to Machine Assembly Schedule Slip (Late Start/finish) Schedule Improvement (Early Start/finish) Progress Line Activity Range (Start & COMMISSIONING & OPERATIONS (00.02) Assembly and Installation ( ) Integrated Commissioning ( ) Hydrogen - Helium Operations ( ) Deuterium Operations ( ) Deuterium - Tritium Operations ( ) Tokamak Complex Foundations Tokamak Complex Construction Tokamak Complex Foundations Completed B07 M08 Tokamak Bldg 11 RFE 1B S58 Start Machine Assy Phase Lower I Cryostat Assy Completed Start VV Sector 09 Sub- Assy VV Sector Sub-Assy Completed VV Sector Assy Completed Pressure Test VV & Cooling Circuit Complete Assembly Operations (2.2.P1.IO) (ANB) Notes In Vessel Assy Phase I Completed 1. Critical Path, Sequence of activities that have a total float value calculated 0days; Cryostat Closed (Install Bioshield Lid) S12 O05 M07 2. Near Critical Path, Sequence of activities that have a total float value calculated 30 days; S13 Machine Assembly Phase I Assembly Completed (All Phase S56 Phase I S57 S55 S08 S14 Divertor Installation Completed Phase II Port Plugs Installation Complete Machine Assembly M10 Phase II S11 Ex Vessel Tokamak Assembly (Port Plugs Start Machine Assembly Phase II VV Closed Phase 2 Installation) Complete Phase III Blankets Installation Completed Phase III (Phase II) VV Closed Phase M12( S17 S16 II Start Machine Assembly Phase III Integrated Commissionin g M09 Start Integrated Commissioning 1 st Hydrogen-Helium 2 nd Nominal Plasma Operations (Phase I) Integrated Commissioning Plasma M11( F15 O07 Authorisation for HCF & RWF Radwaste Complete Start Hydrogen-Helium Storage Systems Operation Received from He/H D/D Authorisation for O06 Operations (Phase I) ASN Operation Received from ASN Nominal O04 Tritium Plant Det. & Exh System Hydrogen-Helium Plasma Operations (Phase I) Authorisation for Operation Received Complete M13 Hydrogen-Helium Ops (Phase II) F48 O08 Nuclear from ASN D/T Phase Authorization for Ops Rec d Start Hydrogen-Helium Operations from ASN (Phase II) Full H&CD, Diagnostics Commissioning Completed Pre- Nuclear Start Pre Nuclear Shutdown & Divertor Shutdown Change Pre Nuclear Shutdown & Divertor Change Completed M14 Deuteri M15 um Start Deuterium Operati Operations Start Deuteriumons Tritium Q=10 Short Pulse Planned Achieved Shutdo Start Planned Shutdown H&CD Diagnostics & TBM wn Deuterium- Port Plugs Planned Shutdown Tritium M16 Completed Operations Start Deuterium-Tritium Operations Q=10 Long Pulse Assembly Pre- Achieved Assembly Assembly Phase Phase III Nuclear Phase 2017 I II Shutdown Shutdow n Finish) Page 34

35 Project Status Project Year to Date (IO) FY 2011 (IO) PV (KIUA) EV (KIUA) PV (MEuro) EV (MEuro) AC (MEuro) SV (MEuro) CV (MEuro) SPI CPI PV EAC (Assume CPI = 1) Page 35

36 Project Performance Reviews and Recovery Plans Negative schedule and cost variances must be addressed with recovery plans Monthly performance reporting and review focusses management attention on areas of delay Responsible Officers develop recovery actions with their DA counterparts for action tracking Revisions to schedule and cost estimates are made through the approved change control process to implement needed changes Page 36

37 The Design and Cost Situation as it stands Design of core Tokamak systems (build to print) now nearing completion Numerous models and drawings are being completed as fabrication begins for vessel and magnets Building construction has begun without complete systembuilding interface information Many Functional Spec systems still in definition phase There have been delays in Procurement Arrangements due to incomplete design and discussions relating to IO and DA work scope boundaries Cost and schedule uncertainty and risk are a function of these factors Page 37

38 ITER Project Baseline History Original Joint Implementation Agreement Based on Final Design Report year construction period (no detail) 3577 kiua total, IO 477 kiua 2007 planning start st plasma Recognition that the design was not complete st plasma Baseline results had high technical risk A baseline was developed with first plasma in 2019 ITER Council approved the 2019 baseline in July kiua cap placed on the project Natural Disaster in Japan March 2011 IO and DAs are currently replanning Page 38

39 Replanning Activities in 2011 Impact of Japan Earthquake In March, Japan suffered a tremendous natural disaster that has impacted the ITER Project The Japanese Domestic Agency Facility at Naka sustained damage R&D work has been interrupted Testing facilities have been affected Industrial suppliers and the national government are working to recover operations and production The ITER Project is now replanning the schedule and cost to incorporate the impacts of these events It is foreseen that the 1 st plasma date may slip, the team will work to minimise delays Page 39

40 Lessons Learnt Page 40

41 The Baseline - How it fits together in five steps Scope 2 WBS Dictionary Work Scope Statements Details and Quantities of deliverable products or services Earned Value Method and basis for measurement Assumptions and Exclusions Responsible party (PA) Establishes RAM Work and completion objectives for milestones Sufficient detail to form a basis for the schedule and cost and to manage the work All elements are configuration controlled 5 1 WBS Hierarchical Deliverable products Schedule 3a Timing of work Start and Finish Dates Structured in accordance with specified EV method Interdependencies with other work (precedence) Coding for reference Elements of the Baseline Cost Estimate 3b Monetary value of work Details of resources required Cost Elements - Labour, Material, Engineered Equipment, Subcontracts, Other Direct Costs Credit Value for DA work Basis of Estimate 4 Detail of the basis for the cost estimate Assumptions How did you arrive at the number? Backup documents for detail PA references and TA detail Resource cost basis Subcontracts Risk and Opportunity an analysis of event risk and uncertainty, and opportunities in all elements as they interact, and mitigation or exploitation plans Page 41

42 Understanding the overall logic 1 st step to scheduling Page 42

43 Process Flow Critical Decisions Page 43

44 CRITICAL STAGES OF PROJECT DESIGN AND COST CONTROL concept screening feasibility study budget control or authorisation project control or bid tender final estimate or bid tender construction period operations 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0 10% 20% 30% 40% Percentage Cost Uncertainty FIRM COST ESTIMATES Application of Earned Value Management System Cost Actual Cost Known 50% 60% 70% 80% 90% CD 0 strategic assessment review business justification review CD 1: approve alternative selection and cost range delivery strategy review CD 2: approve performance baseline investment decision review CD 3: approve start of construction 100% 0% 5% 10% 15% 20% 30% 40% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% percentage of design realisation readiness for servicereview CD 4: approve start of operations periodic reviews Page 44

45 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% ITER Should have been 0 10% FIRM COST ESTIMATES Tokamak/Magnet Systems Plant Systems Heating and Current Drive Site and Buildings The requirements, design, and cost estimates for all ITER systems and building Interfaces should have been at this point prior to the start of the project in Critical systems should have been further defined +/- 10 % 20% 30% 40% 50% 0% 5% 10% 15% 20% 30% 40% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% Page 45

46 ITER As it happened The systems requirement documents, design definition, and cost estimate matured in the period after the agreement was signed. Few, if any systems were mature enough to ensure low risk cost and schedule estimates 100% 90% 80% 70% 60% 50% 40% 30% 20% FIRM COST ESTIMATES Tokamak/Magnet Systems Plant Systems Heating and Current Drive Site and Buildings No systems were in the advanced stages of design definition in Many systems were conceptual or pre-conceptual 10% 0 10%? 20% 30% 40% 50% % 5% 10% 15% 20% 30% 40% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100% Page 46

47 Schedules must be a fully integrated part of a Performance Measurement Baseline (PMB) Define the Work An Iterative 3 Step Process Project Baseline Schedule the Work Management Reserve/Contingency $ Determine Resources & Estimate Costs Time Page 47

48 Five Major Points 1. Start at the beginning and don t get ahead of yourself Don t try to schedule more than you know 2. It s all about the money 3. Schedules are part of an integrated project management system 4. Integrating the overall process of planning and performance management 5. The skills of the global team, and our ability to work together will determine the outcome Page 48

49 Questions and Discussion Page 49