Page Headline Project Management Cost Schedule Review Rob

Page Headline Project Management Cost & Schedule Review Rob Michnoff michnoff@bnl. gov – February 6, 2017 1

Outline § WBS dictionary § Basis of estimate § Overview of cost estimate § Schedule § Procurement plan § Change control § Tracking of expenditures § Major Risks § Major Concerns michnoff@bnl. gov – February 6, 2017 3

WBS Dictionary michnoff@bnl. gov – February 6, 2017 4

WBS Dictionary WBS A 1. 01. 01 A 1. 02 A 1. 03 WBS Name PROJECT MANAGEMENT Milestones This scope is a placeholder for all project high level milestones for NYSERDA. There is no cost or labor related to this WBS element. Project Management This scope primarily supports labor for two principle investigators, the project director, the Brookhaven Lab project manager and the Cornell University project manager. Responsibilities include cost analysis and control, project schedule activities and monitoring, and high level scientific and engineering review of activities. Meetings & Reviews This scope includes time for staff to participate in review meetings and at scientific conferences, including preparation work. The estimate is based on one review per year. michnoff@bnl. gov – February 6, 2017 Institution WBS Manager BNL/Cornell Michnoff 5

Basis of Estimate The Project Management WBS for the CBETA project includes labor, travel and misc. materials. The labor cost estimates are based on the anticipated time required to plan, design, execute, monitor, control and close the project, including coordinating the efforts of multidisciplinary personnel sharing project responsibilities at Brookhaven Lab and Cornell University. michnoff@bnl. gov – February 6, 2017 6

Basis of Estimate Reviews & Conferences michnoff@bnl. gov – February 6, 2017 7

Cost Estimate Overview Burdened Rates Extraordinary Project Rate (EPR) assumed. michnoff@bnl. gov – February 6, 2017 8

Cost Estimate Summary Burdened Rates Extraordinary Project Rate (EPR) assumed. michnoff@bnl. gov – February 6, 2017 9

michnoff@bnl. gov – February 6, 2017 & y fe t Sa g in on si is n gr at io te In St op n tio ls tro ta Be am om m C em st am Sy em st m en ru st In on C s pl ie up rs te lit s er ird G Sp & s ct or em st Sy er S w Po ts F R t cs si hy /In je un G ag ne M Sy Be um Va cu AG FF C D to r. P ra em en an ag M le ce ct oj e Ac Pr Chart of labor hours for each WBS 30 000 Total Cornell Hours 25 000 20 000 15 000 10 000 5 000 - 10

Chart of Costs by WBS $ 4 000 Total BNL Burdened Labor & Material Total Cornell Burdened Labor & Material $ 3 500 000 $ 3 000 $ 2 500 000 $ 2 000 $ 1 500 000 $ 1 000 $ 500 000 y fe t Sa g om m In is te si on in tio gr a St Be am C em st Sy & em st Sy n op n Be am m en ru st In Va cu um AG FF michnoff@bnl. gov – February 6, 2017 tio ta tro on C up er S w ls s pl ie er lit t Po ag ne M Sp G & ts F R s s ird em Sy st /In je un D C G er s ct or cs si hy to r. P ra le ce Ac Pr oj e ct M an ag em en t $- 11

Milestones michnoff@bnl. gov – February 6, 2017 12

Schedule § Tiered milestones at different levels are being defined in order to track and gauge project progress § A logically linked resource loaded schedule is in the process of being developed in MS Project § The MS Project file presently includes all WBS elements to level 5 § Durations for work have been estimated in the cost estimate spreadsheets § Activity predecessors and successors still need to be defined and verified michnoff@bnl. gov – February 6, 2017 13

Schedule michnoff@bnl. gov – February 6, 2017 14

Procurement Plan § The CBETA Oversight Board, as stated in the Project Management Plan, approves the construction start of each WBS L 2 subsystem after reviewing the cost items of the subsystem. § After this approval the Project Director will sign-off on all procurements above $50 k in the approved subsystems. § The PM or the DPM will approve procurements between $5 k and $50 k. § Procurements in excess of $500 k also require the approval of the BNL Deputy Director for Science and advanced notification of NYSERDA. michnoff@bnl. gov – February 6, 2017 15

Procurement Plan § The general procurement plan is to purchase equipment from outside vendors wherever feasible § in other words, don’t build it if we can buy it § Conventional magnets in the splitter sections are expected to be specified and bid as a full build (Dave Burke’s talk) § FFAG magnet purchase and assembly will be more complicated. (Joe Tuozzolo’s talk) michnoff@bnl. gov – February 6, 2017 16

Change Control Project changes are controlled as specified in section 3. 0 of the Project Management Plan. The required approvals are defined in table 3 and are based on cost, schedule/risk and technical scope thresholds. michnoff@bnl. gov – February 6, 2017 17

Tracking of Expenditures § § § Tracking of expenditures is expected to be performed monthly. Need to develop method to track hours charged to each WBS element to level 3, 4 or 5. The WBS dictionary definition (to level 3, 4 or 5) including expected start/end dates, and labor and material estimates will be provided to each WBS manager to aid tracking of expenditures by all responsible personnel. Cornell University Project Manager will send an expenditure report to BNL monthly. This report will include labor and material expenditures associated with each WBS element (preferably to level 3, 4 or 5). Totals to date will also be provided as well as a comparison of expenditures against each WBS element. BNL will prepare a similar expenditure report and will be responsible for combining the expenditures from both institutions into a single report. michnoff@bnl. gov – February 6, 2017 18

Major Risks § Cost estimate includes only 2% contingency § Schedule is very aggressive, and includes no float § Commissioning the FFAG will be challenging § Several of the WBS elements are relying on only one individual to complete the work. Loss of key personnel could significantly impact the ability to complete the project on time and within budget michnoff@bnl. gov – February 6, 2017 19

Major Concerns § Budget and Schedule § Limited options for descoping § Tracking labor and material expenditures and keeping actual costs within the cost estimates § Preventing redos; getting things right the first time § Fostering good communication § 300 miles between facilities creates challenges michnoff@bnl. gov – February 6, 2017 20