CERN Construction Planning and Scheduling LHC installation K

CERN Construction Planning and Scheduling (LHC installation) K. Foraz

Content • Introduction • Multi-level planning • Follow-up • Deviation management • Communication • Conclusions 2017. 01. 16 ITER - K. Foraz EN-ACE 2

Challenge to carry out a Mega‐Project • Time Horizon • Multi-years • Chain of Command • Multi-layers organization • Matrix Structure • High‐degree of Specialization • Subject Matter Expertise • Cutting-Edge Technology Impact on the Project Mega-Project factors • Multi-phases • Risks had to be properly analyzed • Responsibilities had to be clear • Coordination was crucial • As well as clear and transparent communication • Dispersed Teams • Virtual teams in multiple locations • Outsourcing to other countries 2017. 01. 16 ITER - K. Foraz EN-ACE 3

Scheduling requirements • To coordinate a large project requires an overall view, which can only be achieved by collecting and summarizing detailed information • Have a coherent information up-to-date • Be able to identify the over/under-estimation from experience Multi level planning From planning to scheduling 2017. 01. 16 ITER - K. Foraz EN-ACE 4

The Master Schedule Review of the strategic goals and major milestones 2017. 01. 16 ITER - K. Foraz EN-ACE 5

LHC construction and installation schedule • • From strategy to tactic Aim: implement and control the flow of installation Respect the main milestones of the Master Schedule Based on the WBS Linear schedule 2017. 01. 16 ITER - K. Foraz EN-ACE 6

Detailed schedules From tactic to operation • The LHC main ring: 8 sectors treated as 8 identical machines • Arcs • Long Straight Sections • Services areas • 3 main MSProject files • Weekly review of the 3 schedules, and their dependences 2017. 01. 16 ITER - K. Foraz EN-ACE 7

Tools used • MSProject • Gant chart • Level resources • Excel • Progress curves • Automated excel -> Linear schedule • Time sheets • Main options for general schedule 2017. 01. 16 ITER - K. Foraz EN-ACE 8

Baseline schedule The delay of the QRL imposed the reshuffling of some activities. Additional resources were added for the following phases +3 months Hardware commissioning was included 2017. 01. 16 Major non-conformities during installation: +2 months because of the QRL, +4 months because of the interconnections Interconnection non conformities + Inner Triplet Crisis +7 months ITER - K. Foraz EN-ACE 9

Baseline evolution LHC civil engineering work 2002 Cryogenic line Water cooled cables 2003 Civil engineering 2004 1 st LHC cryo-magnets lowering 2005 2006 General Services Cryogenic line installation LHC Interconnection work 2007 Machine installation 2002 2003 2004 2005 2006 2007 2017. 01. 16 ITER - K. Foraz EN-ACE 10

Follow‐up Aim: to depict actual status and compare it to baseline • Adaptation through continuous feedback • Minor changes • Major changes • Schedule Change Requests circulated through the groups and approved by the project leader – Schedule Change Order 2017. 01. 16 ITER - K. Foraz EN-ACE 11

Follow‐up • Information sources 2017. 01. 16 ITER - K. Foraz EN-ACE 12

Follow‐up • Bi-monthly short term planning review • Who: Schedule officers, Project engineers or representatives, Work coordinators, Safety coordinators • What: Work within the next 3 months, logistic issues 2017. 01. 16 ITER - K. Foraz EN-ACE 13

Follow‐up • Worksite meetings • Who: Work coordinators, Safety coordinators, worksite supervisors, contractors, (schedule officers) • What: Work within the week, worksite issues, daily logistics… 2017. 01. 16 ITER - K. Foraz EN-ACE 14

Follow‐up • Other meetings: MARIC, ICC… 2017. 01. 16 ITER - K. Foraz EN-ACE 15

Schedule deviation management • Purpose • Determine whether the schedule has changed • Determine which factors create schedule changes • Manage actual changes as and when they occur • Minimize overall impact of delays to the main milestones • Sources of deviation • 1 st worksite • Material readiness • Lack of resources • «Force majeure» , Accident/Incident • Unexpected technical difficulties 2017. 01. 16 ITER - K. Foraz EN-ACE 16

Schedule deviation management • Understanding • the cause – to prevent gap widening • the consequence – to find the best answer • Solutions • Additional resources ($$) • Shift works • Schedule reshuffling • Accepted delay ! “We will either find a way, or make one. ” – Hannibal 2017. 01. 16 ITER - K. Foraz EN-ACE 17

Communication The world «Government» Project community s ros c a ge a s s me ience r u yo ud a g n ti Get r ou to y Shared Vision Contractors & collaborations 2017. 01. 16 ula g e R ITER - K. Foraz EN-ACE r ts or rep 18

Communication «Government» Synthetic Highlight issues & risks (solutions & alternative plans) 2017. 01. 16 ITER - K. Foraz EN-ACE 19

Communication Project community & Contractors & collaborations General Project status & Details on deadlines, co-activites and constraints (the closest you get to the worksite, the more you simplify the information) 2017. 01. 16 ITER - K. Foraz EN-ACE 20

Conclusions • Planning & scheduling a Mega-Project requires • Clear structure and clear responsibilities • Flexibility (schedule pressures are coming from all avenues) • Close contact with the top & the bottom • Transparency 2017. 01. 16 ITER - K. Foraz EN-ACE 21

Thank you for your attention 2017. 01. 16 ITER - K. Foraz EN-ACE 22

2017. 01. 16 ITER - K. Foraz EN-ACE 23