Scheduling and its role in the management of ITER - IRFM Conferenc… · Scheduling and its role in...

Scheduling and its role in the management of ITER

Peter SwensonITER Head of Project Office

July 2011

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

Project Structure

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

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 €

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

ITER Value ITER

Total Value kIUA

DA – kIUA Value“In-Kind” 90%

Procurement Package to DAs

PA*

DA

Industry

Research institute

PA

DA

IO € value “In-Cash” 10%

IO Staff External ServicesContract

Subcontractor

R&D80 kIUA

* PA = Procurement Arrangement

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

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

Three types of Procurement Arrangements

• Build to Print – Core and critical Tokamak Systems• Detailed Design – Complex systems• Functional Specification – Generic or less complex systems

Build to Print

Detailed Design

Functional Specification

Project Baseline

ITER Work Breakdown Structure

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

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

Scope and ManagementTechnical Documentation, Performance Management Baseline, and Management Documentation

Overall Project Schedule - Baseline

Cost - Current Project Value

Total Project Costs Summary Table KIUA

Budget Title

IC-4 IC-5 MAC-7 MAC-7 MAC-8 IC-6-Ex IC-6-Ex IC-72007 Jun-09 Nov-09 Mar-10 Mar-10 May-10 Jul-10 Correction Nov-10

FDR 2001/ITER Agreement

2018 FP Baseline

2018 FP Baseline less

10% M&S2019 FP

Projection2019 FP Baseline

CASHDirect Expenditure 477.0 1079.1 804.6 729.8 935.5 935.5 935.5 935.5Direct Investment - Fund 335.8 543.3 496.2 429.9 429.9 445.3 458.9ADI - Cash 6.6 6.6Direct Investment - TBM 0.0 59.8 53.8 42.4 42.4 42.4 42.4Research and Development 80.0 80.0 80.0 80.0 80.0 80.0 80.0 80.0Cash Base Estimate Subtotal 892.8 1159.1 1487.7 1359.8 1547.2 1494.4 1494.4 1503.2 1516.8

IN KINDDirect Investment - In Kind 2684.9 2684.9 2684.9 2933.8 2933.8 2933.8 2933.8 2944.6 2944.6

ADI - In Kind (Submitted / Approved at meeting) 0.0 248.9 15.8 15.8 16.9Subtotal Direct Investment - In Kind 2684.9 2684.9 2933.8 2933.8 2933.8 2949.6 2949.6 2944.6 2961.5Estimated Baseline Costs 3577.7 3844.0 4421.5 4293.6 4481.0 4444.0 4444.0 4447.8 4478.3ADI Not yet included in Baseline 263.1 165.0 165.0 165.0 140.7 140.7 137.0 106.4Total Estimated Costs 3577.7 4107.1 4586.5 4458.6 4646.0 4584.7 4584.7 4584.7 4584.7Additional Resources - Note 3 357.7 186.1 118.0 118.0 311.9 373.2 115.3 115.3 115.3

Overall Estimated Total 3935.4 4293.2 4704.5 4576.6 4957.9 4957.9 4700.0 4700.0 4700.0

ITER Budgeted Cost of Work Scheduled (Planned Value)

0,0

200,0

400,0

600,0

800,0

1000,0

1200,0

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025

€M

illio

ns

Year

In Kind Value

IO Value

Project Schedules as part of the Project Management

System

Primavera and its relationship with other Project Management SystemsBaseline Databases and PMRS

PertmasterContingency Analysis

PrimaveraScheduling

Scope DatabaseDetailed Scope

CobraCost Analysis

SAPFinance System

WinEstActivity Estimates

Äctiv

ity E

stim

ate,

Res

ourc

es a

nd U

ncer

taint

y Dat

a

Actual Cost Data

WBS

WBS

Earned Value Performance Reporting System

WBS

Manual Interface

Baseline Reporting System

Timesheet Data

Cost Data

Activity Data

ITER Integrated Project Schedule (IPS) Level of Detail

Level 2: ITER Integrated Project Schedule (IPS)

Level 3: IO and DA Detailed WBS Schedules (DWS)

Level 1: ITER Management Summary Schedule (MSS) and Milestone Sequence Chart (MSC)

Level 0: Overall Project Schedule (OPS)

ITER Procurement PackageAllocations (PA) Schedule)

Strategic Management Plan – Now being Implemented

SMP – Schedule levels and content

Automated Roll-Up of DA Schedules

Project Management SystemsBaseline Databases and PMRS

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

Cost Performance Data is evaluated at all levels of the WBS

29

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

Annual Work Plan

What is the Annual Work Plan?

Executive Summary• Scope• Schedule• Cost/CreditBased on current progress

ID Task Name DurationApr 2009 May 2009 Jun 2009 Jul 2009

19/4 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

1

2

3

2w 4dSummary

3wSummary

1w 1dNew Task

0wNew Task4

0.13%2.14% 13.60%

34.13% 34.13%

13.60% 2.14%0.13%

-3S -2S -1S 0 +1S +2S +3S68.26%

95.46%

99.73%

Cost/Credit Estimate

Detailed WBS Schedule

Risk AnalysisProject Scope

Detailed Information Summarised

Item

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

A one‐year piece of the lifecycle baseline plan which provides ITER Members a more detailed view of the work for the upcoming year

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

Where do we stand today?

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

COM

MIS

SIO

NIN

G &

OPE

RATI

ON

S (0

0.02

)

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

ITE

R CO

NST

RUCT

ION

(00.

01)

Level 0 Overall Project Schedule (OPS) Critical and Near Critical Paths

Magnets (00.01.01.02)

Vacuum Vessel (00.01.01.03)

Buildings and Site (00.01.04.03)

Major ITER Construction Milestones and External Constraints

Deuterium - Tritium Operations (00.02.02.04)

Hydrogen - Helium Operations (00.02.02.01)

Deuterium Operations (00.02.02.02)

Integrated Commissioning (00.02.01.01)

Construction Design of Arch/Civil Works for Nuclear Bldg’s App’d by IO

Start Integrated Commissioning

Assembly and Installation (00.01.05.02)

Start Machine Assy Phase I

Del’y of VV Sector 05 04, 03, 02 09, 08, Del’y of (Last) VV Sector 07

In Vessel Assy Phase I Completed

WBS Level 3 or 4 Systems and Subsystems

Lower Cryostat Assy Completed

Machine Assembly Phase I

Start Hydrogen-Helium Operations (Phase I)

Start Deuterium Operations

Start Planned Shutdown H&CD Diagnostics & TBM Port Plugs Planned Shutdown

Completed

Pre Nuclear Shutdown & Divertor Change Completed

Start Pre Nuclear Shutdown & Divertor Change

Hydrogen-Helium Operations (Phase I)

Start Hydrogen-Helium Operations (Phase II)

CS Ready for Machine Assy.Final Assembly and Testing of CS at ITER Site

Del’y of CS Structure Del’y of (First) CS Module CS3L Del’y of (Last) CS Module CS3U

Tokamak Bldg 11 RFE 1B

Start Deuterium-Tritium Operations

VV Closed Phase II

M08

1st

Plasma

Assembly Phase I

Assembly Phase II

Assembly Phase III

Pre-Nuclear

Shutdown Shutdown

Start Machine Assembly Phase I

Notes

1. Critical Path, Sequence of activities that have a total float value calculated ≤ 0 days;

2. Near Critical Path, Sequence of activities that have a total float value calculated ≤ 30 days;

Level 0 Overall Project Schedule (OPS) Critical and Near Critical Paths

Date: 30-May-2011Issue: APRIL PERIOD STATUSStatus as of: 30-April-2011

Produced by ITER Organization Planning & Scheduling Section May 2011

Drafted: (revised) Katy Burke Reviewed: Approved:

Excavation Contract AwardEarthworks & Spt Structure Complete

AE Services Contract Award

Bldg Construction Contract Award

Del’y of TF Coil 10, 11, 06, 07, 02, 03, 16, 17, TF Coil 19 (Spare)

TF Coils (1.1.P1A.EU.01)

Case Winding Mockups Complete (EU)

CS Final Design Approved

T07

Central Solenoid (1.1.P4A-4B.US.01)

Architect Engineering Services (6.2.P2.EU.02)

B07

VV Sectors Fabrication Contract Awarded

VV Welding Qualification Completed

S58

CS Preliminary Design Approved

Vacuum Vessel (1.5.P1A.EU)

Anti-Seismic Bearings Contract Award

Construction of Seismic Isolation Basemat (19) Lower Slab & ASB Pedestal Completed

Tokamak Excavation & Drainage (6.2.P2.EU.03)

Seismic Isolation Pads (6.2.P2.EU.04)

Tender Design Approved

Building Construction (6.2.P2.EU.05)

F15

Assembly Operations (2.2.P1.IO)

Case Winding Mockups Complete (JA)

TF Coils (1.1.P1B.JA.01)Del’y of (First) TF Coil 12, 13, 08, 09, 04,05,01,

18, 14

B04

MA

T23 T24

TF Case Winding Mock-Ups

TF Coil Process Qualification

T18

MA

MA

TF Coil Case Winding Mock-Ups

TF Coil Process Qualification

TF Coil Fabrication

TF Coil Fabrication

CS Coil Process Qualification & Preliminary Design

CS Coil Fabrication

CS Coil Final Design

MA

Process Qualification Complete (EU)

Process Qualification Complete (JA)

CS Process Qualification Complete

VV Sectors Fab. Contract

VV Sectors Qualification

VV Sectors Fabrication

MA

Nuclear Bldg’s Design

Earthworks & Spt Structure

Install Anti-Seismic Bearings

Bldg Construction Contract

B36

Tokamak Complex Foundations Completed

Tokamak Complex Construction

M08

Start VV Sector 09 Sub-Assy

S56 S57 S55

VV Sector Sub-Assy Completed VV Sector Assy

Completed

Cryostat Closed (Install Bioshield Lid)

Phase I Assembly Completed (All Phase

Start Machine Assembly Phase II

2nd Nominal Plasma

Machine Assembly Phase II

S08

M07

Integrated Commissioning Complete

S11

Blankets Installation Completed (Phase II)

Phase II Port Plugs Installation Complete

Divertor Installation Completed

M10

M12( S17 S16

Nominal PlasmaHydrogen-Helium Operations (Phase I)

Complete

O05

Pressure Test VV & Cooling Circuit Complete (ANB)

Integrated Commissionin

g

Tokamak Complex Foundations

Start Machine Assembly Phase III

VV Closed Phase 2 Phase III

Ex Vessel Tokamak Assembly (Port Plugs Installation) Complete Phase III

S14

S13

S12

M11(

M13 Hydrogen-Helium Ops (Phase II)

Full H&CD, Diagnostics Commissioning Completed

M09

Pre-Nuclear Shutdown

M15Deuterium Operations Start Deuterium-

Tritium Q=10 Short Pulse Achieved

Planned Shutdown Deuterium-

Tritium Operations

Q=10 Long Pulse Achieved

T30

MA

O10Creation Decree Granted byASN M29All Site Preparation Works Completed by

AIF

Nuclear D/T Phase Authorization for Ops Rec’d from ASN

Authorisation for HCF & RWF Radwaste Storage Systems Operation Received from ASN

F48 O08

O07

M14

O04 Tritium Plant Det. & Exh System Authorisation for Operation Received from ASN

He/H D/D Authorisation for Operation Received from ASN

O06

Activity ID: IO 1356 001020 MAJ or KEY

Two Character –Organisation

CN ChinaEU EuropeIN IndiaIO ITER OrganizationJA JapanKO KoreaRF Russian FederationUS United States

WBS Level 400.01.03.05.06 = 1356

6 Digit Identifier

Milestone Type

MAJ = Major MilestoneKEY = Key MilestoneMajor and Key Milestone ID: T 01

2 Digit Identifier

P6 Milestone Activity ID Unique Major or Key Milestone ID

One Character – WBS Owner

I ITER T TokamakA Ancillary SystemsP Plant SystemsB Buildings and SiteS On-Site Assembly/Installation/TestingF Fusion, Science & TechnologyO Project Oversight and Support

ITER Organization - Milestone Identification

xxx

xxx

xxxLegend

Major Milestone

Key Milestone

Milestone

External Constraint

Start of Process

Finish of Process

Near Critical Path or Path of ConcernCritical Path

MA

Hand Off

Interface

Interface to Machine

Assembly Schedule Slip (Late

Start/finish) Schedule Improvement (Early Start/finish)

Progress Line

Activity Range (Start &

Finish)

Activity

Del’y of (Last) TF Coil 15

T19

MA

M16

Status as of : 30-April-2011

Cryostat (00.01.01.04)

MACryostat Gravity Support Pedestals to Machine Assembly

Cryostat Base to Machine Assembly Cryostat Lower Cylinder to Machine

Assembly

MACryostat Top Lid to Machine Assembly

Cryostat PA Signed Cryostat Contract Award

Cryostat Fabrication and ITER Site Sub-Assembly

Contract

Cryostat Design & PA Preparation

Cryostat Upper Cylinder to Machine Assembly

Statutory Pressure Test VV & Cooling Circuit Complete (ANB)He/H D/D Authorisation for

Operation Received from ASN

1st

Plasma

O07

O08

O05

M07

M09

M10 Start Machine Assy Phase II

Authorisation for HCF & RWF Radwaste Storage Systems Operation Received from ASN

Nuclear D/T Phase Authorization for Ops Rec’d from ASN

M11( Start Hydrogen-Helium Operations (Phase I)

M12 Start Planned Maintenance

M13 Start Hydrogen-Helium Operations (Phase II)

Cryostat Closed (Install Bioshield Lid)

M14

M15

Start Deuterium Operations

Start Deuterium-Tritium

M16 Q=10 Long Pulse Achieved

M04Final PA Signature Complete

M02Concept Design Phase Complete

M05All ITER Site Buildings RFE

M03 Final Design Phase Complete

O04 Tritium Plant Det. & Exh System Authorisation for Operation Received from ASNO06

Project StatusProject 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)

347 244 73 65 70 -8.1 -5.5 0.89 0.92 194 200

Project Performance Reviews and Recovery Plans

• Negative schedule and cost variances must be addressed with recovery plans

• Monthly performance reporting and review focussesmanagement 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

The Design and Cost Situation as it stands - 2011

• 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 system-building 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

ITER Project Baseline History

• Original Joint Implementation Agreement– Based on Final Design Report 2001– “10” year construction period (no detail)– 3577 kIUA total, IO 477 kIUA

• 2007 planning start – 2016 1st plasma• Recognition that the design was not complete – 2018 1st plasma

– Baseline results had high technical risk• A baseline was developed with first plasma in 2019

– ITER Council approved the 2019 baseline in July 2010– 4700 kIUA cap placed on the project

• Natural Disaster in Japan – March 2011 – IO and DAs are currently replanning

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 1st plasma date may slip, the team will

work to minimise delays

Lessons Learnt

The Baseline - How it fits together in five steps

WBSHierarchicalDeliverable

products

Scope• 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

Schedule• Timing of work• Start and Finish Dates• Structured in accordance with

specified EV method• Interdependencies with other work

(precedence)• Coding for reference

Cost Estimate• 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• 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• SubcontractsAll elements are

configuration controlled

Elements of the Baseline

Risk and Opportunity – an analysis of event risk and uncertainty, and opportunities in all elements as they interact, and mitigation or exploitation plans

1

2

3a

3b

4

5

Understanding the overall logic – 1st step to scheduling

Process Flow – Critical Decisions

CRITICAL STAGES OF PROJECT DESIGN AND COST CONTROL

Actual Cost

Known

Perc

enta

ge C

ost U

ncer

tain

ty

Application of Earned Value Management System

CostKnown

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0

‐10%

‐20%

‐30%

‐40%

‐50%

‐60%

‐70%

‐80%

‐90%

‐100%0% 5% 10% 15% 20% 30% 40% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

percentage of design realisation

CD‐1: approve alternative selection and

cost rangeCD‐0

CD‐2: approve performance baseline

CD‐3: approve start of construction

CD‐4: approve start of operations

strategic assessmentreview

businessjustificationreview

deliverystrategyreview

investment decisionreview

readiness forservicereview

periodicreviews

FIRMCOST

ESTIMATES

concept screening

feasibilitystudy

constructionperiod

budget controlor authorisation

projectcontrolor

bid tender

final estimateor

bid tenderoperations

ITER “Should have been”100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0

‐10%

‐20%

‐30%

‐40%

‐50%

FIRMCOST

ESTIMATES

0% 5% 10% 15% 20% 30% 40% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

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 2007.Critical systems should have been further defined +/-

10%

ITER “As it happened”100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

0

‐10%

‐20%

‐30%

‐40%

‐50%

FIRMCOST

ESTIMATES

0% 5% 10% 15% 20% 30% 40% 50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

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

2007 - 2010

Tokamak/Magnet Systems

Plant Systems

Heating and Current Drive

Site and Buildings No systems were in the advanced stages of design definition in 2007.

Many systems were conceptual

or pre-conceptual

?

Schedules must be a fully integrated part of a Performance Measurement Baseline (PMB)

An Iterative 3‐Step Process

10040

6015 25

3030

Define the Work

Schedule the Work

Determine Resources & Estimate Costs

Project Baseline

Time

Management Reserve/Contingency

$

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 money3. Schedules are part of an integrated project management

system4. Integrating the overall process of planning and performance

management5. The skills of the global team, and our ability to work

together will determine the outcome

Questions and Discussion

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