LIGO-G040482-00-M Management and Operation Plans/Budget Stan Whitcomb NSF Annual Review 8 November...

LIGO-G040482-00-M

Management and Operation Plans/Budget

Stan Whitcomb

NSF Annual Review

8 November 2004 Caltech

NSF Annual Review 2LIGO-G040482-00-M

Overview

• Address remaining two items of charge

• Impact of management change (Gary Sanders)» Evolution of LIGO management

• Current planning for operating budget FY2007-2011» Not a detailed review of proposed budget


Loss of Gary Sanders as Deputy Director

• Significant loss for LIGO» Strong leader

» Experienced manager

» Corporate knowledge

• Well-defined management structures and processes» Laboratory Executive Committee

» Change Control Board

» Other Laboratory committees

• Strong management team in place

• Management changes are underway, but not motivated by Gary’s departure


Existing Relationship between LIGO Laboratory and LSC

• Weaknesses in Oversight» Oversight for LIGO Lab does

not include LSC

» None for LSC

• Separation of LSC and LIGO Laboratory» Difficulties sharing

responsibility/authorityfor Advanced LIGO

» Inequitable distribution of resources/responsibilities


• Integrate LIGO Lab and LSC into single entity:LIGO

• Common review andreporting

• Broaden the LSCparticipation in LIGOLab activities (AdvLIGO)

Proposed New Org Chart


Expanded Oversight Committee

• Expanded membership» Core membership appointed by Caltech and MIT administrations» Representatives from “major stakeholders” from LSC

– Example: foreign contributors to Advanced LIGO

» Technical advisors selected from the LSC and LIGO Lab

• Reports to Caltech, MIT administrations, » Plus LSC major stakeholder institutions, where appropriate

• Main responsibilities» Insure that management compatible with Caltech/MIT standards» Monitor progress of the scientific, financial and scheduling aspects

of all large-scale LIGO activities » Recommendations to insure that the project has adequate

institutional support

• Internal Caltech/MIT issues dealt with by subcommittee of Caltech/MIT appointees


Integration of LIGO Laboratory and LSC

• LSC and LIGO Laboratory report to expanded Directorate » LIGO Director, Deputy Director, LSC Spokesperson

» Share responsibility for annual NSF reporting, organizing reviews, PAC, agreements with other Labs, major technical decisions, …

• LSC retains internal governance » Elected Spokesperson, governing council

» Working groups, data analysis groups

• Integrated Advanced LIGO project management» LSC members to take subsystem responsibility/authority within

project organization

• Coordinate LSC and LIGO Lab research activities to ensure similar review processes and levels


Advanced LIGO Organization

• Advanced LIGO will have traditional project-type organizational structure» WBS linked to schedule and deliverables

» Task leaders with defined work packages

» Hierarchical reporting

• Many task leaders already identified» Will draw on LSC for some of these positions

» Integration enables LSC members to take responsibility/authority for project tasks

• Will coexist with Laboratory operating structure» Plan to have most individuals dedicated to one activity or another—

not shared between organizations


Status of Restructuring

• Still a work in progress

• Our timescale for having restructuring in place is coincident with operations renewal proposal

• LIGO Laboratory management support the changes

• General outline accepted by Caltech and MIT administrations» Consistent with administrative practices elsewhere at Caltech

• Current oversight committee in broad agreement

• Ad hoc committee drafting a new LSC charter » Consistent with new relationship


Advanced LIGO Proposed Funding

0

10

20

30

40

50

60

70

80

2002 2004 2006 2008 2010 2012

Operations

+ Ops Applied to AdvLIGO

+ MREFC

+ Foreign Contributions

• From original AdvLIGO proposal (FY2004 start)

• Assumed stable funding for LIGO Lab operations


Initial Revision/Stretch-out

0

10

20

30

40

50

60

70

80

90

2002 2004 2006 2008 2010 2012

Operations

+ AdvLIGO R&D

+ Ops Applied to AdvLIGO

+ MREFC

+ Foreign Contribution

• Revised profile with FY2006 start• Differentiate Ops funds for AdvLIGO R&D and fab• Top level shift of schedule

• Not based on detailed program plan


0

10

20

30

40

50

60

70

80

90

2002 2004 2006 2008 2010 2012

Operations

+ AdvLIGO R&D

+ Ops to AdvLIGO = 0

+ MREFC

+ Foreign Contribution

Current Planning

• Current estimate—FY2007 start• All AdvLIGO fabrication funds rolled into MREFC • Detailed program planning underway

• Also not based on detailed program plan


Approximate breakdown of FY2005 Budget

• Approximate breakdown by “physics” functions as opposed to organizational units

• Budget sums to >$33M due to carry-forward

5.85.3

8.4

5.32.5

8.3

0.4

8.7

LHO Ops

LLO Ops

Campus Admin and OpsSupport

Data Analysis

Detector Upgrades

AdvLIGO R&D

Next Generation R&D


Expected Ops Activities in FY2009

• Continue to operate interferometers until fabrication complete to minimize downtime» Site operations, data analysis continue at ~ same level

» Reduced campus ops support—staff shifted to MREFC

• AdvLIGO R&D ended» Increasing emphasis on next generation (20yr horizon) R&D

6.8

6.5

4.4

6.5

0.8

22

LHO Ops

LLO Ops

Campus Admin andOps Support

Data Analysis

Detector Upgrades

Next generation R&D


Strawman FY2013 Budget

• Current ops budget escalated

• R&D and detector upgrades

• New scope

7.46.8

10.7

6.8

4.2 4.4

3.8

0.4

0.5

0.3

7.78.9

LHO Ops

LLO Ops

Campus Admin and Ops Supp

Data Analysis

Detector Upgrades

Nearterm R&D

Next Generation R&D

Visitor program

Outreach

LSC "Integration"

AdvLIGO Increases


FY2013 R&D and Detector Upgrades

• AdvLIGO offers new flexibility» Narrow banding» Frequency agility

• Conversions from one configuration to another will take time and equipment» Detector upgrade budget allows full exploitation of new capabilities

• Near-term R&D also needed to take full advantage» Control law development, variable reflectivity mirror control, …

• Next generation R&D » Penn State workshop: 5-10% of total cost» QND tests, control schemes» Cryogenics, underground operation» Shaped beams, large-scale diffractive optics» High power optical components


Increased Scope FY2013

• Advanced LIGO complexity ~ 2-3 times initial LIGO» Simple counting of servo systems, control requirements

• Data analysis extends toward lower frequencies» Increased data analysis computational needs

• Hardware maintenance costs increase by $5M/year ?» Not much experience with some components (lasers, etc)» Some increase in staff required to support

• Smaller amounts for new inclusions» Incorporate visitor program in operations budget (separate grant)» Increased staffing, maintenance for Outreach (separate grant)» Costs to integrate LSC with Lab

– Teaching relief for Spokesperson ?– Enhanced LIGO visitor program ?– Others?


Summary

• Strong management team in place to take on the challenges of operations and AdvLIGO

• Organization is evolving» Recognize the importance of the LSC

» Optimize the use of community expertise

» Develop reporting lines that ensure good oversightbut don’t destroy the independence of the LSC

• Budgeting underway for FY2007-2011 operations» Challenge of integrating with the AdvLIGO MREFC

» Costs to support AdvLIGO operation are uncertain, but will require an increase over Initial LIGO level

LIGO-G040482-00-M Management and Operation Plans/Budget Stan Whitcomb NSF Annual Review 8 November...

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