ProjectManagementPlan

fortheSTARiTPCUpgrade

April24,2018

ProjectManagementPlan

fortheSTARinnerTimeProjectionChamber(iTPC)upgrade

attheBrookhavenNationalLaboratory

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ChangeLog

RevisionNo. PagesAffected EffectiveDate

Revision0 EntireDocument March2016

Revision1Updatemilestones–updateKPP-addedOperationReadinessplanintext June2016

Revision2UpdatedfollowingfeedbackfromDOENP August2016

Revision3 Updatedwithnewmilestones December2016

Revision4 UpdatedwithKPPandUPPclarification March2017

Revision5 UpdatedorgchartFebruary2018,April2018

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1 INTRODUCTION

The iTPCProjectManagement Plan (PMP) describes the coordination of effort bythe project team, including the processes and procedures used by the ProjectManager(PM), toensurethat theproject iscompletedontimeandwithinbudget.The PMP defines the project scope and the organizational framework, identifiesroles and responsibilities of contributors, and presents the work breakdownstructure(WBS),costandschedule.

1.1 ProjectBackground

BrookhavenNationalLaboratory(BNL), locatedinUpton,NY, isownedbytheU.S.DepartmentofEnergy(DOE)andoperatedbyBrookhavenScienceAssociates(BSA)under the U.S. Department of Energy Contract No. DE-SC0012704. The flagshipNuclearPhysicsfacilityatBNListheRelativisticHeavyIonCollider(RHIC).Au+AuCollisionswillbestudiedduringtheBeamEnergyScanphaseII(BESII)wheretheSTAR(SolenoidalTrackeratRHIC)willbetheonlyoperatingdetector.ThegoalofSTARistoobtainafundamentalunderstandingoftheinteractionsbetweenquarksandgluons,andtheiTPC(innerTPC)upgradewillextendSTAR’scapabilitiescrucialforBES-II.TheBES-IIprogramisanimportantcomponentandgoalofthehotQCDcommunityintheNSAC2015LongRangePlan.TheiTPCupgradewasfirstdiscussedinSTAR5yearsagoasareplacementduetotheageoftheTPC,andasawaytoimproveforwardmeasurements.Aproposalwaswritten in early 2015with an emphasis on the highly extended reach of physicsprogramforBES-II.TheprojectwasreviewedbytheProgramAdvisoryCommittee(June2015),andlatergotapprovaltoproceedwithaDirector’sReviewonJanuary25,2016withparticipationbytheDEOfficeofNuclearPhysics.TheprojectreceivedpermissionbyDOENPtoproceedin18February,2016.2 PROJECTBASELINEThissectiondescribestheprojectPerformanceMeasurementBaseline(PMB),whichconsistsofthescope,cost,schedule,fundingprofile,andotherinformationrelatedtothePMB.

2.1 ScopeBaselineandkeyphysics

TheSTARDdetectorwasdesignedtomakemeasurementsofhadronproductionovera large solid angle, and it features detector systems for high precision tracking,momentumanalysis andparticle identification. It is the only experiment atRHICthatmeasuresparticlesover the fullazimuthalangleandovermomenta from100MeV/c to20GeV/c. Therefore, it iswell suited forboth characterizingheavy-ioncollisionsevent-by-eventandalsoinvestigatinglargetransversemomentumeffects.TheupgradetotheinnersectorsoftheSTARTPCwillincreasethesegmentationonthe inner pad plane and will renew the inner sector wire chambers. These twoimprovements will extend the capabilities of the TPC in many ways. Most

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significantly, the enhanced tracking at small angles relative to the beamline willexpand the TPC’s acceptance out to pseudo-rapidity |η| ≤ 1.5, compared to thecurrentlimitationof|η|≤1.Furthermore,thedetectorwillhavebetteracceptancefortrackswithlowmomentum,aswellasbetterresolutioninbothmomentumanddE/dx for tracks of allmomenta. These changeswill enable the collection of datathatiscriticaltothephysicsmissionforPhase-IIoftheBeamEnergyScan(BES-II).The improved dE/dx and momentum resolution, as well as tracking at higherpseudorapidity, will provide the foundation for another proposed upgrade - theendcaptimeofflightproject(endcap-TOF)bytheSTAR/CBMcollaboration.ThePhysicsprogram,andthetechnicaldescriptionoftheprojectispresentedintheiTPCTechnicalDesignReport(TDR),availableasSTARNoteSN06441.There are two key physics topics that the upgrade will enable (i) net-proton kurtosis measurements in a search for a critical point in the QCD phase diagram, and (ii) measurements of low mass di-electron pairs to explore the modification of vector mesons in connection with the approach to chiral symmetry restoration in a dense medium. The enhanced capabilities provided by the iTPC upgrade will allow a full study of observables which are sensitive to changes in correlation length near the critical point. For example, in the vicinity of a critical point, the net-proton kurtosis is expected to rise as the fourth power of the size of the rapidity window but then saturate as the window becomes comparable to, or larger than, the correlation length in the system. The iTPC improvements with increased rapidity coverage will allow the fullest possible coverage of the collision region to establish the existence of a rapid rise in the kurtosis signal and, if found, to more fully map out its properties. For the low mass di-electron measurements, the iTPC upgrade improves the acceptance of the detector but also reduces the hadron contamination which is responsible for and is the dominant source of systematic uncertainties in previous measurements. The reduction in uncertainty made possible by the iTPC project will allow the full exploitation of the increased statistics to be collected during BES-II. Full characterization of any meson broadening, and distinguishing between competing theoretical interpretations for a quantitative assessment of how the system approaches chiral symmetry restoration, will only be possible with these improvements.

2.2 TechnicalPerformanceParameters

ThetechnicalperformanceparametersanddeliverablesaregiveninTable2-1.Thetwomiddle and left columns are the Key Performance Parameters (KPP) and theUltimate Performance Parameters (UPP). Fulfilling these parameters will ensurethat the iTC can reach its physics goal inBES-II. Theparameters are chosen suchthat they can be determined before beamoperations. It is known from the initialconstruction and performance of the STAR TPC that if these goals are met then1https://drupal.star.bnl.gov/STAR/starnotes/public/sn0644

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excellent tracking performance will result. See Appendix A for a more detaileddescription of the technical performance parameters and how they will bedemonstrated.Parameter Thresholdvalue UltimatevaluedE/dxresolutionforpions/muonsatBES-IIenergies

- <6.9%|η|≤0.1<8.0%1.0<|η|≤1.2

Energyresolutionon55Fesignalrecordedonanodewires

<15%σ -

Gain uniformity of anode wire response across a chamber

<10% -

GainatNominalVoltage ~2000at1150Volts -TensiononAnodeWires 0.50Newtons±0.05 -FullyworkingsectorsdeliveredtoBNL(and/orrepairableatBNL)

20(6) -

HVsectionsoperationalafterinstallation

>95% -

CompatiblewithSTARDAQ-1000system

<8%@1kHzand30%@2kHzdeadtimefromiTPCatBES-IIenergies

<5%@1kHzand20%@2kHzdeadtimefromiTPCatBES-IIenergies

Operationalelectronicsfraction

Lessthan8%deadchannels(forallsourcescombined:badpadplaneconnectors,badFEEchannelsorFEEs,badRDOinterconnectsorRDOs,badpowersuppliesorvarioustrigger,power&fibercables)

Lessthan3%deadchannels

ElectronicSignaltoNoise 20:1 -ElectronicsgainUniformity

<10% -

Table 2-1: Key Performance parameters for iTPC. See appendix for additional information.

Mechanical 24fullytestedinnersectorsplus2sparesElectrical 24+3setsofFEEcards(55persector)toreadout3600

padspersector.RDOsforthe24setsofFEEcards.PowerSupplies PowerSuppliesfor24innersectorsDAQ DAQPCstoreadout24fullyinstrumentedinnersectors

Table2-2:ProjectdeliverablesfortheiTPCupgrade.

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2.3 CostBaselineThecostbaselinefortheDOETPCis$3,600K.Table2-3showsthecostsummaryatWBSLevel2 inAt-Year(AY)dollars. Contingency is21%of theestimatedcostoftheproject.

WBS Title Cost($k)1.1 ProjectManagement 2401.2 Padplane 1051.3 mechanical 11431.4 Integration&installation 1361.5 Electronics 1352 Contingency 625TotalEstimatedCost(TEC) 3600TotalProjectCost(TPC) 3600

Table2-3:iTPCCostSummary

Costestimatesweredevelopedfromabottoms-upanalysisofeachcontributiontothescopeoftheiTPCprojectaswellascontingencyfundsneededasanallowanceforuncertainties,omissions,andrisks.Thecostestimatesarebasedonexperiencewith the DAQ1000 project and using preliminary quotes for critical, large cost,items. Since the project has essentially completed the R&D phase, and themechanicalpartsarereadyforfabrication,theoverallprojectcontingencyismodest(~20%).

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2.4 ScheduleBaseline

Calendaryears 2016 2017 2018 2019 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Mechanical padplane Strongbackpadplaneproduction PadplaneAssembly AssembleMWPC SectorInstallation Electronics RDO SAMPA FEE Electronicsinstallation Roll-inandcommissioning InsertionTool

Table 2-4 Schematic Schedule The critical path for the mechanical and electronics schedule are shown in red.

2.4.1 ScheduleThecurrentschedulehasSTARreadyfordatatakingonmid-March,2019with~1.5months of commissioning after installation and before beam. Early testing ofindividualsectorsmaybepossiblebyutilizingthebenefitsofstageddeliveryofthesectorsfromShandongUniversity.AkeygoaloftheprojectistohavetheupgradecompleteforRun-19.Thecriticalpathfortheprojectgoesthroughtheproductionofpadplanes,assembly,productionofMWPCandtheinstallation.Theinstallationscheduleisdrivenbytheendofrun18(May2018),theminimumtimethatisestimatedtoprepareTPCendwheels for extraction and installation of inner sectors, and re-installation ofelectronics and services for the full TPC. The other long lead time items is theproduction of the MWPC at Shandong University with the last delivery of testedsector to BNL in October 2018. The electronics schedule has 4 months of float,excludingthefinalmountingoftheSAMPAchips.Theinstallationscheduleiskepttotheminimumwithaconservativeestimateforextractionandinstallationtime.ThetimebetweenRHICrunperiodsprecludeshavingsignificantfloatforthatactivity.

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2.4.2 Milestones

Milestoneswillbeusedtomarktheprogressofscheduledtasks. Amilestonemaymark the start, an interim step, or the endof oneormore activities asneeded toprovideinsightintotheproject’sprogress.Thefollowingtablesdetailthehighlevelmilestonesfortheproject. Inaddition, thereareseveral lower levelmilestones intheprojectWBSschedule.TheworkatSDUistrackedbymilestonesandbyupdatesatweeklymeetings.Theresourcesisnotintheprojectfileasitisanexternalcontribution.SimilarforthepadplanejoiningatLBNL.Theworkissetupbyastatementofworkwith the engineering division and is being tracked by milestones and frequentcontactbetweenthedeputyPMandtheleadengineer.

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Management ProjectStart 2/18/2016 FY16Review 9/30/2016 FY17Review 9/30/2017 FY18Review 9/30/2018 ProjectCloseout 12/1/2019Padplanes preproductionpadplanecomplete

08/17/16(A)

Padplanematerialaccepted 08/29/16(A)

PadplanesReceived

12/07/16

Deliveryoffirstsolderedpadplanes

12/20/16

FirstdeliverytoLBNLproductionpadplane

1/9/17

Allpadplanescompletedandtested

03/30/17

Anodesidemountsacceptancestart 1/10/17

ABDBburn-inandtestingcomplete 3/31/17

Strongback StrongbackDesignFinalized 01/28/16(A)

Firstitempreproductionready 05/31/16(A)

Allstrongbacksproduced 08/09/16(A)

MWPCproduction

MWPCinternalproductionreadinessreview

12/3/16(A)

SectorPrototypetested

02/16/17

MWPCassemblystart

02/20/17

Firstproductiontestresults

04/10/17

FirstsetofmodulesatBNL

08/29/17

SecondsetmodulesatBNL

12/14/17

ThirdsetmodulesatBNL 03/30/18

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LastsetofmodulesatBNL

07/20/18

Testingofmodulescompleted 08/31/18Electronics PrototypeFEE&RDOreadyfortestin

run-1712/2/2016(A)

FEE&RDOpre-productiondesignsignoff 6/6/17

FEEPreproductioncomplete

09/04/17

OnefullSectorelectronicstestcomplete

10/10/17

FEE(RDO)finaldesigncompleteandsignedoff

3/29/18

FEEsproduced(w/0SAMPA)

7/19/18

FEEscompletewithmountingofSAMPAchips

09/07/18

FirstFEEsreadyforinstallation

09/21/18

RDOPrototypecomplete

11/11/16(A)

Pre-productionRDOproduced

7/18/17

RDOAvailableforfullsectortest

9/12/17

RDOproductionComplete

6/19/18

Installation InstallationSafetyreviewforrun-18 06/20/17 TPCinassemblybuildingafterrun-17

07/17/17*

Onesectorreplacedforrun-18 11/5/17* readyforroll-inforrun-18

12/1/17*

InstallationSafetyreviewforrun-19 4/10/18 Sectorinstallationstartforrun-19

05/23/18**

EastsideSectorsInstalled

8/18/18**

WestSideSectorsInstalled

10/30/18**

EastElectronicsInstalled

10/12/18**

WestElectronicsinstalled 12/15/18**

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Table2-5iTPCmilestones.*Datesdependsonendofrun-17.**Datesdependsonendonrun-18.Theprojectaredependingonexternaldatesthatisbeingtrackedbyproject.OfparticularimportancearethosefortheRHICrun-startsandends,theprogressoftheinsertiontoolingandplatformfabrication,andthedeliveryoftheprototypeandfinalSAMPAchipsthattheprojectrelieson. EndofRun17 5/29/2017 StartofRun18 2/1/2018 EndofRun18 4/25/2018PadplanejoiningatLBL Toolingforpad-planejoiningcompleted

01/05/17

Joiningprototypeproceduresexecuted

01/20/17

Firstjoinedsectorsreadytoship

02/10/17

Strongbacksjoinedfirsthalfcomplete

04/07/17

Strongbacksjoinedsecondhalfcomplete

06/19/17

Insertiontoolingandplatform

Platformdetaileddesignstart 8/22/2016

Platformfabricationstart 12/1/2016 Platformdelivery 5/15/2017 ToolingBoxcompletedatBNL 2/17/17 Gearsystemdesigncomplete 10/15/2016 InsertionToolingassembled 2/1/2017SAMPA PrototypeSAMPAMWP2sample 9/1/2016(A) MWP3chipsforonesector 11/1/2017 DeliveryofchipsforproductionFEE 10/1/2018

Table 2-6 Tracking External Milestones

2.4.3 WorkBreakdownStructure(WBS)The iTPC project has been organized into a WBS for the purposes of planning,managing and reporting project activities. Work elements are defined to be

Installationandsystemcommissioning

Complete

02/11/19**

iTPCReadyforDatataking

2/25/19**

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consistentwithdiscreteincrementsofprojectwork. ProjectManagementeffort isdistributedthroughouttheproject.Table 2-7 summarizes the WBS definitions at Level 2. A more detailed WBSDictionaryisprovidedinAppendixBofthisdocument,includingmoredescriptionsofthetasksassociatedwitheachLevel2WBSitem,theirdeliverablesandinterfaces.

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1.1 ProjectManagement

Level of effort tasks associated with the dailymanagement,oversight,andassessmentoftheproject.Oversight,documentation,andreporting,included.

1.2 Padplane Fabrication, of pad planes and other PCBs (sidemounts)neededforassemblyofthestrongback

1.3 Mechanics

Deliverablesandeffortrelatedtothefabricationofthestrongback,joiningofthepadplanetothestrongback,and fabrication and mounting of the MWPC on thestrongbacks. Including testing prototypes and thefinalsectorsbeforeinstallation.

1.4 Installation

Theinfrastructuremodificationsnecessarytosupportassembly,testingandinstallationoftheinnersectors.Electronics installation is part of this effort. OverallsafetymanagementfortheiTPCandcoordinationwiththeBNLsafetycommitteesisprovided.

1.5 ElectronicsDevelopmentoftheFEE,RDOs,includingfabricationandtesting.Electronicsalsocoversassociatedpowersupplies,andcabling.

Table 2-7: The iTPC project described and defined at WBS Level 2.

2.5 FundingProfile FY16 FY17 FY18 Contingency TotalMgt 1.1 54 92 94 45 285Padplane 1.2 105 0 0 17 122Mechanics 1.3 865 264 15 238 1381Installation 1.4 0.0 0.0 136 31 168Electronics 1.5 19 277 1056 296 1648TotalDOE 1,042 632 1301 628 3603

Table2-8:PlannedspendingprofilefortheiTPCinat-year(AY)$kofDOEcapitalfundsatBNL.

2.6 PlannedBNLFundingThe iTPCprojecthasbeensetupasaBNLCapitalprojectwithaplanned fundingprofileof$k1,200ineachofthe3fiscalyearsFY16,FY17andFY18.

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2.7 ForeignContributionsShandong University (SDU) is a strong STAR institution with clear commitment to the iTPC project. A ‘973’ State Key Project from the Chinese Ministry of Science and Technology for RHIC-STAR physics was approved in 2013. It provided 2M RMB (~ $308K, currently), to support the iTPC R&D in Shandong University and SINAP in China. The University also provided support (~ 0.5M RMB) for the start-up of the laboratory facilities. For the full production and assembly of the inner sector MWPCs (24 + spares) in China, SDU submitted a proposal for additional support in March of 2015 together with USTC and SINAP, and was awarded ~3M RMB as an NSFC key project for international cooperation (2016~2020). The award was received in September 2015. There are additional in-kind contributions from Shandong University valued at 1.5M RMB. These funds are not included in the project costs. The production at SDU will take place at a refurbished facility, and the engineer, technicians and physicist labor are contributed to the project. The work at SDU is included at high level in project file, as is milestones for production steps.

2.8 BaselineChangeControl

Changestotheapprovedtechnical,cost,andschedulebaselineswillbecontrolledusingthethresholdsdescribedinTable6-1.Thechangerequestwillbeinitiatedbythesub-systemmanagerregardingachangetothecost,schedule,ortechnicalbaseline.AdraftProjectChangeRequestisgeneratedbyPMandpertinentdata/documentsareattached.AllLevel3PCRswillbeapprovedbythePM.Level1and2PCRswillbesubmittedbythePMtothePhysicsDepartmentAssociatedChairpersonforNuclearPhysics.AllLevel2PCRswillbereviewedandapprovedbythePhysicsDepartmentassociateChair.ForPCRsexceedingthethresholdsofLevel2,theywillforwardthemtotheALDforNuclearandHighEnergyPhysicswitharecommendationforapproval.Ifthechangeisapproved,PMisresponsibleforimplementingtheapprovedcost,budget,scheduleormilestonechangesintheofficialiTPCdocuments.Ifapprovalisdenied,nochangesaremadetoprojectdocuments.AllPCRs,approvedorrejected,aremaintainedinthedocumentrepository.

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NPPAssociateLabDirector(level1)

BNL-POAss.Chair(level2)

iTPCProjectManager(Level3)

TechnicalBaseline

Anychangetotechnicalscopethatcouldadverselyaffectthesciencescope

ChangetoanyWBSelementthatdoesnotaffectoveralltechnicalscope,butcouldimpactinitialperformance

N/A

Cost

AnyincreasetotheTPCoraccumulatedallocationofmorethan$400kcontingency

IncreasetoanyWBSelementlevel2orallocationofbetween$200kand$400kcontingency.

IncreasetoanyWBSelementlevel3orallocationofcontingencyupto$200k.

Schedule

Anydelayoftheanticipatedcompletiondate

Delayover3monthsofanymilestone

Delayover1monthofanymilestone

3 MANAGEMENTSTRUCTURE

3.1 ManagementStructureandTeam

ThissectionprovidestheorganizationandmanagementchartfortheiTPCproject.

Projectmanager: F.Videbaek,BNLDeputyProjectmanager: DanCebra,UCDavis

PhysicsDepartmentJ.Dunlop,BNL

STARZ.Xu,BNL

Spokesperson

F.Videbaek,BNLProjectManager

DanielCebra,UCDavisDeputyProjectManger

ElectronicsT.Ljubijic,BNLR.A.Scheetz,BNL

MWPCQ.Xu,Shandong

Mechanics&Installation

R.Sharma,BNLR.Pak,BNL

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Integration: R.Pak,R.Sharma,B.Soja,A.LebedevElectronicsSubsystem: T.Ljubicic,R.A.ScheetzMWPCsubsystem Q.Xu,C.Yang,J.ChenandChinaLiason: Strongback,andInstallation:R.Sharma,B.SojaPhysics:D.Cebra,D.KeaneLBNLEngineeringliaison: E.Anderssen

3.2 ManagementResponsibilities.

AssociateChairforNuclearPhysicsinPhysicsDepartment,BrookhavenNationalLaboratory• Ultimately responsible and accountable to the DOE for executing the Project

withinscope,costandscheduleinasafeandresponsiblemanner.• Provides access to laboratory/contractor resources, systems, and capabilities

requiredtoexecutetheProject.

iTPCProjectManager(PM)• Reports to the Associate Department Chair for Nuclear Physics of the BNL

PhysicsDepartmentandhastheresponsibilityandauthorityfordeliveringtheprojectscopeonscheduleandwithinbudget.

• Manages the execution of the project to ensure that the project is completedwithinapprovedcost,scheduleandtechnicalscope.

• Ensuresthateffectiveprojectmanagementsystems,costcontrolsandmilestoneschedules are developed, documented and implemented to assess projectperformance.

• Ensures that project activities are conducted in a safe and environmentallysoundmanner.

• EnsuresES&Hresponsibilitiesandrequirementsareintegratedintotheproject.• Oversees design, fabrication, installation, and construction. Represents the

projectininteractionswiththeDOE.• Requests and coordinates internal and external peer reviews of the project.

Responsible for risk evaluationandmanagement in accordancewith the riskmanagementplan.

• Manages the interface and coordination of requirements with other STARprojects.

iTPCDeputyProjectManager(DPM)

• Assists the PM in all matters relating to the iTPC Project, including the

planning, procurement, disposition and accounting of resources, progress

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reports on project activities, ESSH/QA issues, and Risk Management. In theabsenceoftheCPM,theDPMassumestheprojectmanagementresponsibilities.

• CoordinatestheinterfacewiththeLBNLengineeringdivision.

iTPCSubsystemManagers

• ReportdirectlytothePM• Responsibleforthedesign,fabrication,assembly,andtestingoftheirsubsystem

inaccordancewiththeperformancerequirements.• Provideaquarterlystatusreportsonbothtechnicalprogressandschedule.• Participatesinweeklymanagementmeetings

3.3 ParticipatingInstitutions

The following is a list of the institutions thatparticipates in the fabricationof thedeliverable hardware for the iTPC project. These institutions, and more, willparticipateinthedevelopmentofthephysicsprogram.

BrookhavenNationalLaboratory-BNL Mgt.,

electronics,installation,testing

CzechTechnicalUniversityinPrague-CTU physicsKentStateUniversity-KSU physicsLawrenceBerkeleyNationalLaboratory-LBNL Mgt.,

assemblyNuclearPhysicsInstitute,AcademyofSciences physicsShandongUniversity,China-SDU MWPC

constructionShanghaiInstituteofAppliedPhysicsSINAP physicsand

calibrationUniversityofCaliforniaatDavisUCD physics UniversityofScienceandTechnologyofChinaUSTC

MWPCtesting

Table 3-1: Participating Institutions

BNLhasoverallresponsiblyforthisCapitalProject.Institutionalresponsibilitiesforthemajor activities are:BNL for the electronics fabrication, installationof sectorsintegration with STAR, and project management. LBNL scientists, with the LBNLEngineeringDivision,forstrongbackassemblyandprojectmanagement.ShandongUniversity,ShanghaiInstitute,andUniversityofScienceandTechnologyofChinaforMWPCassemblyandtesting.AnagreementonjointresearchonSTAR/TPCupgrade

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and experimental study of BES-II has been written and signed to define therelationshipbetweenSTARandShangdongUniversity,ShanghaiInstituteofAppliedPhysics,andUniversityofScienceandTechnologyofChina.4 PROJECTMANAGEMENTANDOVERSIGHT

4.1 RiskManagementRiskmanagementisbasedonagradedapproachinwhichlevelsofriskareassessedfor project activities and elements. Assessments of technical, cost and schedulerisksareconductedthroughouttheprojectlifecycle.TheiTPCriskmanagementapproachconsistsofafive-stepprocess:1. Identifyingpotentialprojectrisk–anymemberofiTPCteammayidentifyapotential risk. The subproject (WBS level 2) managers are responsible foraddressingthepotentialriskswiththeDPMorPM’sconcurrence.2. Analyzing project risk - the probability of a project risk occurring will beevaluated together with the potential impact to the project’s technicalperformance,costand/orschedulebaseline.Probabilityisassessedqualitatively(Low,Moderate,andHigh).3. Planningforanddevelopingriskabatementstrategies.4. Executing risk abatement strategies - abatement strategiesdiffer accordingto the potential risk and its timing. Monitoring and tracking the results andrevising risk abatement strategies - risk assignments are associated to specificWBS entries down to Level 3. This serves to emphasize the role of the Level 2WBSmanager in riskmanagement. Risk information, including the probabilityandimpactassessmentsandbriefsummariesofmitigationstrategies,arestoredintheiTPCriskregistry.

TheriskmanagementPlancanbefoundinAppendixC. Themost importantrisksfortheiTPCprojectandtheTPCaredocumentedinthereport2on“Riskassessmentfor future TPC operations and the iTPC upgrade” of November 30, 2015 asrequestedbytheALDforNP.

4.2 ProjectreportingThePMwillleadquarterlycostandschedulereviewsandreporttheresultstothePhysics department. The PM and the associated Physics Department chair willparticipateinquarterlyteleconferencecallswiththeDOEOfficeofNuclearPhysics.

2http://rnc.lbl.gov/~jhthomas/public/iTPC/Risk/STARTPC2020riskAnalysis_final.pdf

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The standardBNL accounting system is the basis for collecting cost data, and theControl Account structure for the iTPC will separate costs according to theWBSelements. Adirectone-to-one relationshipwillbeestablishedbetweeneachWBSelementofLevel2orlowerwithaseparatecontrolaccountintheBNLaccountingsystem. Technical performance will be monitored throughout the project to ensureconformance to approved functional requirements. Design reviews andperformance tests of the completed systems will be used to ensure that theequipmentmeetsthefunctionalrequirements.

4.3 EngineeringandTechnologyReadiness

The project will assess engineering and technology readiness through designreviews,IPRs,andotherindependenttechnicalreviewsasrequired.

4.4 QualityAssuranceandConfiguration/DocumentManagementThe project shall adopt in its entirety the BNL Quality Assurance Programmaintained in the SBMS. This QA Program describes how the various BNLmanagementsystemprocessesandfunctionsprovideamanagementapproachthatconforms to the basic requirements defined in DOE Order 414.1C, QualityAssurance. Theserequirementswillinclude:

• Management criteria related to organizational structure, responsibilities,planning,scheduling,andcostcontrol

• Trainingandqualificationsofpersonnel• Qualityimprovement• Documentationandrecords• Workprocesses• Engineeringanddesign• Procurement• Inspectionandacceptancetesting• Assessment

The quality program embodies the concept of the “graded approach” i.e., theselection and application of appropriate technical and administrative controls towork activities, equipment and items commensurate with the associatedenvironment, safety and health risks and programmatic impact. The gradedapproachdoesnotallowinternalorexternalrequirementstobeignoredorwaived,butdoesallowthedegreeofcontrols,verification,anddocumentationtobevariedin meeting requirements based on environment, safety and health risks andprogrammaticissues.

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4.5 OperationReadinessPlan

ToensurethatSTARwillbereadytooperatewiththenewinnersectorsandtheassociatedelectronicstheconstructingandtestingplanincludestimeachievethisgoal.Theprojectplanincludessufficienttimetodevelopprototypefortheelectronicsreadout,andcheckoutofthesebothwithandwithoutbeam.ThestrategyfordevelopmentandproductionoftheelectronicsandassociatedfirmwarefollowthesuccessfulmodeloftheimplementationofDAQ1000in2006-2009.ThiswillfirstallowfortestofoneortwoFEEswithRDOonanexistinginnersector,afullsectorinstrumentedwithelectronicsthenextrunningperiod,beforethefinalinstallationofallelectronicsforsubsequentyears.Thisalsoallowsfordevelopmentofanynewonline,offlinecodewellaheadofthephysicsrun,thoughchangesresultingfromaddingtheadditionalrows13->40intheinnersectorsshouldbeminimalandeasytoimplementandtest.

4.6 ESSHPlansforFabricationTheiTPCupgradeforSTARwillusetheBNLSBMStoidentifyandcontrolhazardsforallequipmentandworkatBNLfortheiTPC.ThePhysicsDepartmentandtheC-ADhave review processes that complywith the BNL SBMS. The projectwill preparedesignsandworkproceduresandhavethemreviewedbytheappropriatelaboratoryordepartmentreviewcommittees.TheequipmentandworkpracticesusedatSTARwillbe reviewedby theC-ADExperimental SafetyReviewCommittee (ESRC). Thereviews of the ESRC are covered in C-AD Operations Procedures Manual (OPM)Chapter9Section2.TheinstallationwillbecoveredundertherulesandsafeguardsinplaceforworkintheRHICexperimentalhallsandassemblyarea.

4.7 ProjectCloseout

ProjectcloseoutwillbeginwhenallequipmentisreadyforinstallationintheSTARdetector. A Closeout Report will be developed prior to the date that closeout isexpectedinordertodemonstratethefulfillmentoftheKPPsanddeliverables.Thereportwilladdresstheclosurestatusofpurchaseorders,theexpectedtotalcostofthe Project and the value of remaining contingency. The reportwill also explainwhen the Project is expected to close the control accounts and complete thefinancial closeout. DOEwill hold a Project Closeout review to assesswhether thedeliverables and KPPs have been demonstrated, and the plan for transitioning tooperationsanddemonstratingtheUPPs.

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APPENDIXA:iTPCKeyPerformanceParameters

Thisappendixdescribesthekeyperformanceparametersaswellasexplainingtheirjustificationandverificationmethods.KeyPerformanceParameters

• dE/dxresolutionforpions(muons)for|η|≤0.1and1.0<|η|≤1.2(UPP)TheresolutionofthedE/dxisacriticalparameterfortheperformanceoftheTPC.TheupgradedTPCwiththeinnersectorswillprovidepartofthetotaldE/dxsignal.For|η|>1theinnersectorsarethedominatingcontributortothedE/dxandconsiderablebetterthanthecurrentTPC.Thiscanbemeasuredwithbeamandbedemonstratedafterseveralmonthsofcalibrationwork.Shouldbeamnotbeavailabletheperformancecanbedemonstratedwithcosmicrayrunningwithmagneticfieldon.TheexpectedperformanceofdE/dxvs.pseudo-rapidityfromaGEANTsimulationwithaHijingAu+Ausampleisshowninthefigure.

• Gainuniformity checkswillbeperformedonanodewiresafterfabricationandpriortoinstallation.Therequirementsofbetterthan10%variationareexpectedtoensuretherequireddE/dxresolutioncanbemetbytheinstalledinnersectors.Themeasurementswillbeperformedatanumberoflocationsonthepadplane,similartowhatwasdonefortheoriginalSTARTPCconstruction.

• Energyresponsefrom55Fesource. Theconstructedchamberswillbescannedforseverallocationswiththeresponsefroma55Fesourceonanodewires.Thesigmaofthe5.9KeVmainpeakshouldbebetterthan15%SuchvaluewilladdonlyaverysmalladditionalbroadeningoftheoveralldE/dx.

• AnodeGainatNominalVoltage

An anode gain of 2000 will be sufficient with the new MPPC design andelectronics to ensure a S:N ratio of 20:1 at nominal voltage. This was theperformanceparameter for thecurrentTPC(Circa2000)andensuresgoodclusterresolutionandgooddE/dxresolutionforParticleIdentification.ThegainontheanodewirescanbeverifiedusingFesourcesand/orXraytubes.

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• TensionontheAnodeWiresThetensionontheanodewireswillbemeasuredonallAnodePlanesbeforebeing joined to the MWPC. The uniformity is required to achieve uniformpadresponseandgooddE/dxresolution.

• WorkingsectorsdeliveredtoBNL

Aschambersarebeingconstructedandtested,allplaneswillbecheckedfordisconnected and loose wires. It is possible that some wire may break orbecome loose during transport from SDU to BNL. These will be repairedbeforeinstallationintheTPC.Thekeyperformanceparametersaredefinedsuch that repairs can be performed on several sectors (but not all) beforeinstallationandstillremainwithinschedule.Aworkingsector isdefinedasonethatprovidesasignalonmorethan98%ofthepadsusingeithera55FesourceortheXraytube.

• FractionofHVsectionsoperationalafterinstallation

EachsectorhasseveralHVsuppliesthatcoverdifferentsectionsoftheanodewireplane.The goal is tohaveall sector-sectionsworking, but thephysicsprogram canbemetwith someof themnotworking. A failed sectionwillresultinasmalllossofphasespace.

• CompatiblewithSTARDAQ-100

ThecurrentSTARDAQ1000systemallowsreadingouteventsthatincludetheTPCwithadeadtimeofabout5%at1kHzand20%at2kHz.TheiTPCthatreplacesthecurrentTPC’sinnerreadoutshouldnotaddsignificantdeadtimetothisvalueandshouldhavesimilarratecapabilities.Thethresholdvaluessufficientfortheintendedphysicsgoalsareadeadtimeof<8%at1kHzand<30%at2kHz.Theultimategoalwouldbethevaluesofthecurrentsystemwhichareadeadtimeof<5%at1kHzand20%at2kHz.

• OperationalelectronicsfractionTherearealwayselectronicschannelswhicharenotfullyoperationalforavarietyofreasons:brokenpadplaneconnectors,badsolderconnectionsontheconnectors,failedpreamplifierchannels,failedADCchannels,failedelectronicscomponents,cables,powersupplies,triggercablesandothersourcesoffailure.Thegoalistohaveallelementsworking,butasmallnumberoffailurescanbetoleratedintheinstalledsystem.Weestimatethatlessthan8%ofalltheelectronicschannelscanbeallowedtofailwhilewecanstillreachtheintendedphysicsgoals.

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Wehopetoreachtheultimategoaloflessthan3%offailedchannelsatthebeginningofaphysicsrunwhichiscomparabletothecurrentTPCelectronics.Theoperationalelectronicsfractionwillbeverifiedshortlyafterinstallation,andrepairscanalsobeperformedatthisstagebeforeclose-upforphysicsdata.

• ElectronicssignaltonoiseThe"noise"isafunctionofthepadplane+SAMPA+FEEwhichcanbedeterminedwithelectronicsmountedonthechambers.ThesignalisdeterminedbytheresponseofaMIP.Theelectronicsnoiseintheoriginalelectronicswasatlevelof1.5ADCcounts,whichisalsothegoalforthenewelectronics.

• Electronicsgainuniformity

Areasonablegainuniformityisneeded,butcanbecalibratedwithhighprecisionviaapulser,andcancorrectedforinclustering/tracking.Itcanbedeterminedonthebench.

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AppendixB:WorkBreakDownDetails

1.Management

Level of effort tasks associatedwith the dailymanagement, oversight, andassessmentoftheproject. IncludestravelsuppliesformanagingtheprojectandQAoversight.

2.Padplane

Includestheeffortrequiredforthedesign,prototypingandfabricationofthepadplanesfortheinnersectors.ItalsoincludesothersmallPCBboardsthatarerequiredfortheassemblyofthestrongbacks.

3.Mechanics

3.1StrongbackThestrongbackisoneofthemainmechanicalelementsrequiredfortheiTPCupgrade. It is a high precision rigid structural frame for mounting thepadplanes andwire grids inside theTPC, and simultaneously formountingthe front end electronics and coolingmanifolds on the outside of the TPC.Theassembled innersectors fitpreciselyontheend-wheelof theTPCwithtwelve placed on each end of the TPC. The effort is for procurement,qualification of prototypes, fabrication of the full complement of 24strongbacks+spares,andinspectionandsurvey.

3.2StrongbackandpadplanejoiningTheassembly(gluing)ofthepadplanestothestrongbackisahighprecisiontask that is planned to be carriedout by the engineeringdivision at LBNL.Thegrouphastheexperience,aswellasthetoolstocarryoutthetask.Thepadplane as well as the strongback has precisionmarkers embedded. Thefinal sector assembly will be surveyed, and a precision milling of thestrongback to ensure the required distance frompad-plane to anode-planewill be performed. An O-ring groovewill bemilled on the backside of thesectorbeforeshippingofcompletedsectorstoShandongUniversity3.3MWPCassemblyatSDUTheMultiWire Proportional Chamber (MWPCs) will be assembled on thestrongbacks at Shandong University (SDU). The assembly will be doneaccording to the agreed uponQAplan. The tasks are part of theNSFC keyproject.Thetasksinclude:

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.1PrototypingBefore mass production of the MWPCs and detector assemblies, aprototype with all final designed parts (strongback, padplane etc.)willbecompletedandtestedafterQA..2WirechambersThewiresforthe24innerTPCsectorswillbewoundonwire-transferframesusingacustomwindingmachine.Therewillbe72wireplanesin total. The wire tension will be measured for each wire plane and checked for qualification prior to assembly. .3AssemblywithstrongbackThree layers of wire mounts (anode, shield and gated grid) will bemounted and pinned to the strongback. The relative height of eachwiremountandwireplane ispreciselycontrolledrelative to thatofthe padplane. The corresponding wire planes will be glued andsoldered onto the wire mounts using precision wire combs toguaranteethewirespacing(pitch)andthedistancebetweenthewireplanesandthepadplane..4TestingThe assembled sectorwill be inspected and tested for performance(gainuniformity, efficiency)with a gas-filled test chamberusing theiTPCDAQsystem..5ShippingAfterthetestsarecompleteandqualified,thesectorswillbestoredina hermetically sealed boxes with constant N2 flowing and thenshippedtoBNLforfinaltestandinstallation.

The SDU group will report weekly on progress, and QA will be checkedregularly by the iTPC project team. A detailed testing plan is beingestablished,andtheQAresultsandspecificationswillbeenteredintoasetoftravelers which will follow each sector as it goes through the variousassemblysteps.

4.Installation

4.1InstallationoftheinnersectorsThistask includesremovingtheoldelectronics fromtheTPCsectors,setupoftheinsertiontooling,andreplacementofthe12innersectorsoneachsideoftheTPCinaclean-enclosureenvironment.

4.2InstallationofservicesThis task includes removal (and reinstallation) of all electrical power, gascirculation, water cooling and signal readout system before (after)replacementoftheiTPCsectors.

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5.Electronics5.1SAMPAchipsThis task includes the procurement of the SAMPA chips, which are beingdeveloped for theALICEupgradeatLHC.ThechipsareanessentialpartoftheFEEcardupgradebutexternaltotheproject.5.2FEEThis task includes prototyping and fabrication of the iRDOs (RDO’s for theiTPC).TheiFEEsaresmallprintedcircuitboards,whichconnectdirectlytothepadsviathepadplaneconnectorsandwillhousetheSAMPAASICs.TheiFEE also contains an FPGA, which is the controller that will set variousSAMPA operating parameters during the configuration phase. During thedata-taking phase, the FPGA will multiplex the data onto a fast serial linktowardstheReadoutBoard(seenextsection).Itwillalsosupplythecorrectregulated voltages to the SAMPA chips as well as the necessary referencevoltagesforSAMPA’sADC.ThepowertotheFEEisprovidedvia linksfromtheRDOboard.5.3RDOThesetaskincludesprototypingandfabricationoftheiRDO.TheiRDOisanelectronicsboard,whichservesanumberofpurposeswithintheelectronicschain of the iTPC upgrade. It acts as the multiplexer for the SAMPA datacomingfromtheiFEEsontotheSTAR-standardfiberlinkswhichconnecttothe DAQ Sector PCs. It also serves as the STAR trigger and clockinterface/control to the iFEE and SAMPA. Finally, it provides powerregulation and fan-out from the remote power supplies down to the iFEEsandprovidesthenecessaryPROMsfortheiFEEFPGAremoteconfiguration.5.4DAQAdditional componentswill be added to the TPC’s STARDAQ system for atwofold increase in data volume from the inner sectors. This includesadditionalPCs,Fibers,andreadoutcontrollers.5.6PowerSuppliesThe TPC power distribution scheme will be updated. Each RDO (andassociated FEE cards) is powered by one dedicated dual-voltage powersupply(dualforanaloganddigitalsubsystemsoftheelectronics)locatedintheTPCPowerSupplyRacksontheSTARSouthPlatform.

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AppendixC-RiskManagementPlan

IntroductionProject risk is a measure of the potential inability to achieve project objectiveswithin defined scope, cost, schedule, and technical constraints. Project riskmanagement entails the systematic process of identifying, quantifying, handling,tracking, and reporting risk events. Risk events are defined as individualoccurrencesorsituationsthataredeterminedtohavepotentialnegativeorpositiveimpactstoaproject.Projectriskmanagementincludesmaximizingtheprobabilityand consequences of positive events and minimizing the probability andconsequencesofadverseeffectstoaproject.The iTPC project team is committed to managing project risk effectively byemploying a comprehensive strategy that emphasizes risk identification andprevention or mitigation. The overall objectives of the Risk Management Plan(RMP) are to prevent or minimize unnecessary project costs and/or scheduledelays, while achieving the project scope. This Risk Management Plan (RMP)describestheoverallphilosophyandprocessforriskmanagement.RiskAssessmentfortheiTPCProjectTheRiskManagementPlan takesabroadviewof the iTPC project to identifyandaddress specific risks that requireassessment,mitigationand tracking. While theinitialriskassessmentwillbefocusedontheestablishmentofavalidbaseline,riskassessment will also be an ongoing process throughout the project life cycle. Inaddition, the following assumptions will serve to guide and bound the riskassessment:

• TheprojectwillbeexecutedinaccordancewithRHIC/STARandBrookhavenNationalLaboratoryPoliciesandProcedures.

• The project scope will be limited to the scope of the Memorandum ofUnderstanding(MOU)betweenSTARandtheBNLAssociateDirectorsOffice.

• Theinstallation,integration,commissioningandoperationoftheprojectwillbe executed in accordance with RHIC/CAD and STAR Policies andProcedures.

• The project will be carried out by the STAR Collaboration and will bedependentontheSTAR/RHICoperationsschedule.

1. RiskRegistryandStrategicRiskManagementStrategic project planning is based on a top-downRiskAnalysis that identifies allsignificanttechnical,costandschedulerisks,whicharetabulatedintheformalRiskRegistry.Forrisksnotyetretired,mitigationstrategiesaredevelopedthataretaken

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into account when making decisions about R&D efforts, design and purchasingstrategies,productionmethodologiesandschedules,andothersignificantaspectsofprojectmanagementandexecution.Informalriskanalysisandassessmentareimplicitintheday-to-dayoperationoftheproject, as theprojectmanagement team responds tonewvendorquotes, furtherexperiencewithdetectorproduction,andsoon.TheProjectManagementTeamwillin addition carry out more formal reviews of project risks, updating the RiskRegistryasneeded.Priortothestartofeachsignificantnewsub-project,afocusedriskassessmentwillbeperformedtoensurethatsignificantnewrisksareidentifiedandtheappropriateriskhandlingmeasuresareincorporatedintoprojectplanning.RiskAnalysisandMonitoringIndividual risks are tabulated in the projectRiskRegistry. A single risk owner isassigned to monitor each risk and to develop avoidance or mitigation strategies,withownershipassignedbytheProjectManagementTeam.The Project Manager is responsible for overseeing the development andmaintenanceoftheRiskRegistryandforcoordinatingtheriskmanagementprocessalongwiththeLevel2Managers.Experiencewithintheprojecthasshownthatjointownership of the Risk Registry by the Level 2’s and the Project Manager isadvantageous, since a wide range of experience is required to cover all areas ofprojectrisk.Project risks are assessed for likelihood of occurrence and for potentialconsequencestotheprojectcostandschedule.Riskmonitoringisrequiredthroughoutthelifeoftheproject.Theobjectivesofriskmonitoringareto:

• monitortheappropriatenessandvalidityofmitigationstrategies• ensurethatriskmitigationmeasureshavebeenimplementedasplanned• evaluatetheeffectivenessoftheriskmitigationmeasures• identifypreviouslyunanticipatedrisks• retirerisks

Riskmonitoring and assessmentwill include reviews by the ProjectManagementTeam, facilitated jointly by the Project Manager and the Level 2 SubsystemManagers.Thesereviewsmayleadtoreevaluationofthetechnicalperformanceofasub-project,additionalormodifiedriskmitigationmeasures,scopechangerequests,reallocation of resources, revised probability/consequence and expected valueestimates, adjustment of contingency, or retirement of risks. Work plans andmitigation strategies will be adjusted continuously to take advantage of lessonslearnedandtomaximizetheprobabilityforsuccessfulprojectcompletion.