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Page 1
Scheduling and its role in the management of ITER
Peter SwensonITER Head of Project Office
July 2011
Page 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 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 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 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 7
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
Page 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 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 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 15
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
Page 16
Scope and ManagementTechnical Documentation, Performance Management Baseline, and Management Documentation
Page 18
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
Page 19
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
Page 21
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
Page 22
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)
Page 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 2929
Evaluation of proposed changes prior to upload into baseline (Whole project or specific WBS area)
Page 31
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
Page 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 34
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
Page 35
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
Page 36
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
Page 37
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
Page 38
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
Page 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 1st plasma date may slip, the team will
work to minimise delays
Page 41
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
Page 44
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
Page 45
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%
Page 46
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
?
Page 47
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
$
Page 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 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