sPHENIX Schedule and Resource Estimate Presentation Jim Mills millsbnl.gov x4908 January 23, 2015 Scope Review the schedule and manpower estimates for the following subsystems: Decommissioning Infrastructure Installation and Integration
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Presentation Transcript
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sPHENIX Schedule and Resource Estimate Presentation Jim Mills
mills@bnl.gov
x4908
January 23, 2015<br>
02
Scope Review the schedule and manpower estimates for the following subsystems:
Decommissioning
Infrastructure
Installation and Integration Jim Mills 2<br>
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General Notes on Schedule Development First Bottoms-Up Schedule with Resources and Material Costs for each Task.
Approximately 1000 Tasks in overall schedule.
Prepared fall-2014
Presently being scrubbed and checked by subsystem’s reps. Jim Mills 3<br>
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General Notes on Schedule Development Schedule/Resource development: Jim Mills 4<br>
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Project Plan for Schedule Development Major Project Milestones
CD-1 Review – Late Spring/Summer 2015
CD-1 DOE Authorization - 10/2015
CD-2/CD-3 Review – Late Spring/Summer 2016
CD-2/CD-3 DOE Authorization - 10/2016
Construction Complete – 12/2020
CD-4 – Late 2021 Jim Mills 5<br>
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Schedule Constraints Prototyping has to start as early as possible to meet planned Construction Completion. 2 prototypes and 1 preproduction typical for subsystem.
Start Decommissioning 7/2016
Long Lead Time for large purchases: Steel for Outer HCal – 14 mos.
Sequential Installation of Subsystems
HCal on Critical Path – start prototype work early and track within project. Jim Mills 6<br>
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Manpower Constraints Incorporate PHENIX Scientific, Professional, Design, and Technical personnel into key roles.
Supplement where appropriate CAD and Magnet Div. personnel.
Funds for purchased labor may be restrictive.
Competing programs? Jim Mills 7<br>
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Overall Schedule Jim Mills 8<br>
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Project Total Resource Requirements Jim Mills 9<br>
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Project Total Resource Requirements Jim Mills 10<br>
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Decommissioning Start Engineering - 10/2015
Start Decommissioning – 7/2016
Complete Decommissioning – 9/2017
Contracted Work – Except oversight and rigging to move PHENIX subsystems into AH.
Work done in parallel utilizing both IR and AH cranes. Jim Mills 11<br>
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Decommissioning Schedule Jim Mills 12<br>
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Decommissioning Critical Path Jim Mills 13<br>
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Decommissioning Labor Jim Mills 14<br>
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Labor Breakdown by Subsystem (FTE) Jim Mills 15<br>
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sPHENIX Infrastructure Use existing infrastructure as much as possible – to be discussed later.
New installation of conventional services to be contracted. Jim Mills 16<br>
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Infrastructure Schedule Jim Mills 17<br>
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Infrastructure Labor Jim Mills 18<br>
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Labor Breakdown by Subsystem (FTE) Jim Mills 19<br>
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Installation and Integration Critical Path to be discussed in next few slides
Sequential installation of subsystems
Magnet mapping to be done in IR
Limited Crane Capacity in IR
Support Structure Installed Early - Need Outer HCal modules ASAP! Jim Mills 20<br>
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Installation and Integration Schedule Jim Mills 21<br>
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Installation and Integration Schedule Jim Mills 22<br>
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Installation and Integration Schedule Jim Mills 23<br>
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Installation and Integration Schedule Jim Mills 24<br>
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Installation and Integration Schedule Jim Mills 25<br>
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Installation and Integration Schedule Jim Mills 26<br>
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Integration and Installation Schedule Jim Mills 27<br>
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Integration and Installation Labor Jim Mills 28<br>
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Labor Breakdown by Subsystem (FTE) Jim Mills 29<br>
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Issues and Concerns Prototyping has to start as early as possible to meet planned Construction Completion. 2 prototypes and 1 preproduction typical.
Long Lead Time for large purchases: Steel for Outer Hcal – 14 mos.
HCal on Critical Path – start prototype work early and track within project.
Available Manpower in 2018/2019 Jim Mills 30<br>
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Issues Sensitive to the Project Schedule: Must focus on requirements of prototype work and stick to these so that testing is kept to a minimum.
Work closely with PPM to efficiently route requisitions through the system.
Maximize the amount of work that can be done during fabrication/production in order to reduce BNL assembly and installation time.
Look at ways to perform work in parallel.<br>
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Issues Sensitive to Resources: Optimize existing resources utilizing PHYSICS, CAD, and the Magnet Division instead of purchased job shoppers. Establish formal MOU’s before project moves to construction.
Establish strong ties with outside Universities and other Labs as soon as possible. Establish formal MOU’s.
Use students when practical.
Place experienced, senior people in appropriate roles in order to efficiently perform work.<br>
