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Project Management

at the LHC: a 20 year journey


Roberto Saban

ITER Project Management Conference


Cadarache September 4th 2015

What this talk is NOT

Outline

A lecture on Project
Management Basics

A description of Project
Management Tools

A sales talk for a Project


Management Product

but rather

CERN
CERN &
& the
the LHC
LHC Project
Project
Quality
Quality Assurance
Assurance
Configuration
Configuration Management
Management
Documentation
Documentation
Planning
Planning &
& Scheduling
Scheduling
Earned
Earned Value
Value Management
Management
Lessons
Lessons Learnt
Learnt

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CERN was founded in 1954 as a Science


for Peace Initiative by 12 European States
2300
staff:
physicists,
engineers,
technicians,
administrative personnel
1300 personnel on contract
11500 users who represent
more than half of the living
particle physicists originating
from 500 universities and
institutes and of more than 80
nationalities

The Mission : research,


develop technologies,
train scientists

Annual budget 1 BCHF


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Member

States:

Austria, Belgium,
Bulgaria, the Czech Republic, Denmark,
Finland, France, Germany, Greece,
Hungary, Israel, Italy, the Netherlands,
Norway, Poland, Portugal, Slovakia,
Spain, Sweden, Switzerland and the
United Kingdom

Associate Member: Turkey, Pakistan


States in accession to Membership:
Romania, Serbia

Applicant States for Membership or


Associate Membership: Brazil, Croatia,
Cyprus, India, Russia, Slovenia, Ukraine

Observers to Council: India, Japan,


Russia, United States of America;
European
Commission,
JINR
and
UNESCO
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The technologies generate innovation


Accelerators

Detectors

CAT
Hadron therapy

The Computing Grid

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The accelerator complex

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The technological
challenges of the LHC
The specifications of many
systems were over the
state of the art. Long R&D
programs
with
many
institutes and industries
worldwide were necessary.
the largest
superconducting magnet
system

~10000 magnets

the highest field dipole


accelerator magnets

8.3 T

the largest 1.9 K


cryogenics installation

superfluid helium,
150 tons of LHe to
cool down 37000
tons of StSt

ultra-high cryogenic
vacuum for the particle
beams

10-13 atm, ten times


lower than on the
Moon

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the highest currents


controlled with high
precision
the highest precision ever
demanded from the power
converters

up to 13 kA
ppm level over
several orders of
magnitude

a sophisticated and ultra-reliable quench


detection and magnet protection system
energy stored in the
magnets

~10 GJ,

energy stored in the


beams
Roberto Saban CERN

> 700 MJ

The LHC last week

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The Medium Term Operation

Run 3
Run 2

LS 2 LIU installation
PHASE 1

Run 4
Run 3

Run 4

LS 3

PHASE 2

HL-LHC installation

LS 4

LS 5
LS 4

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Run 5

LS 5

Roberto Saban CERN

+ than 25 years

The LHC & its lifecycle


1983

First studies for the LHC project

1988

First magnet model (feasibility)

1994

Approval of the project by the CERN


Council

1996
1999

Series production of the magnets

1998

Declaration of Utilit Publique and


start of civil engineering

1998
2000

Main production contracts

2004

Start of the installation of the LHC

2005
2007

Installation of the magnets in the LHC


tunnel

2006
2008

Hardware commissioning

2008 Beam commissioning


2009
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Very long lifecycle


therefore the need for
internal knowledge
transfer.
One generation will
design build and
commission the
accelerators,
the next one will
operate, maintain and
decommission it.
therefore
Product Lifecycle
Management is
essential

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Project Administration

Project Timeline

Technical Coordination & Planning


Quality Assurance Plan
Engineering Documentation
Procurement Process
Manufacturing Process
Test Results

Member
States
asked
CERN
Management to set up an appropriate
Project Control System

Earned Value Management


Interfaced to accounting system Actual
Costs
Interfaced to contract management system
Interfaced to human resource management
system
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In-kind contributions

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A journey
We were convinced that we had a welloiled machine from LEP construction days
but we realized that the legacy tools that
we had where inadequate for the project
for the control of the schedule they consisted in
some planning tools where the baseline was
regularly re-adjusted

with

Courtesy L.Evans

for the control of the cost they consisted in


precise but rudimentary accounting tools showing
expenditure versus time

no link between them

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LHC is a mega-project

A single PM methodology could not be imposed,


instead it had to become and aggregation of
practices
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Courtesy P.Bonnal

as such it contained many project types in one project

Committees
Few but
empowered

PLC Parameter & Layout


The PLC established and maintained the list of
parameters of the project and managed the
associated functional lay-out. The parameter list
included beam parameters as well as the parameters
of the components of the accelerator.
These were regularly reviewed in the light of the
progress of the design and critically assessed in terms
of global impact to the performance of the machine.

TCC Technical Coordination


The TCC was in charge of the baseline of the project
as designed to satisfy the parameter set defined by
the PLC and the integration of machine components.
It maintained the configuration, the documentation of
the main systems and their subsystems. Controlled
change management critically reviewing the impact
on interface systems, on the schedule and on the cost
of the project.
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Machine
Advisory
Monitored
progress, cost
and availability
of resources.
Helped to sort
out difficult
technical
issues.

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QA in the LHC Project

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The responsibility of
the Project Engineers
is reflected by the
organization in
subprojects

The configuration
is mirrored in a
tree structure
where all the
documentation is
contained

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A set of approved and


released
documents
that
represents
the
definition of a product
at a specific point in
time
Configuration baselines
are
established
whenever is necessary
to define a reference
configuration
during
the lifecycle of the
product
The baseline is used as
a starting point for
further activities until it
is
revised
in
a
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controlled way

Inspired by P.E.Faugeras

Configuration Management

Quality | Processes and documents


Naming conventions
Document types
Central repository and procedures for
the handling of documents
Engineering
Data
Management
System

the specification of parts


the recording and processing of test results
the follow-up of the progress
the exchange of documentation with
contractors and partner institutes
One lifecycle for each document type
Predefined circulation and approval lists to
ensure interface system owners are aware of
and approve specifications or changes.
Close follow-up of implementation of changes
in terms of interfaces, schedule, budget, etc.

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From project to installation

to make people describe


their requirements, their
interfaces, their
engineering

to ensure the information is


up-to-date at a given time,
and shared with all those
participating to the project
to control changes through
validation and update
impacted specifications

CDR(Conceptual Design Report), TDR (Technical Design Reports),


Schematics, 2D-Drawings, 3D-Mockups, Technical Notes, Technical
Reports, Technical Datasheets, various lists, BoMs , Procurement
Documents (TD,TQ, QC, TS, TF), Scientific Publications, illustrations,
sketches, photos, videos
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Courtesy P.Bonnal, S.Chemli

Functional and
Engineering
Specifications

Engineering Change
Request/Order

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Courtesy P.Bonnal, S.Chemli

From installation to commissioning

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Courtesy Ph.Lebrun

Manufacturing and Test Folder

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The installed collider

The installed machine evolves


Components are exchanged
New components are installed
The configuration changes

Engineering
Change
Request/Orde
r

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Courtesy P.Bonnal, S.Chemli

Changes are documented


The impact on safety, infrastructures, on
neighboring systems, planning, budget is
carefully studied
The layout is updated to ensure the
integration of the next changes is possible

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Courtesy Ph.Lebrun

Change Control

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The Master Schedule


strategic goals and
major milestones of the
project

Courtesy K.Foraz

The

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Three levels of planning &


scheduling
Implement and control the

Baseline !
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e
h
T

s
c
i
t
c
ta

Courtesy K.Foraz

e
h
T

a
r
t
s

y
g
te

flow of installation
following the main
milestones of the master
schedule

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ITER September 4, 2015


Sector 45

Sector 34

Sector 23

Injection Line 2

Sector 12

e
h
T
l
i
a
t
e
d

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Sector 81

Injection Line 8

Sector 78

Sector 67

Sector 56

3
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Courtesy K.Foraz

Three levels of planning &


scheduling

Review of the planning


The LEP Dismantling and the LHC Construction/Installation Schedules
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

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Major non-conformities during installation:


+2 months because of the QRL, +4 months
because of the interconnects

Interconnect non conformities


Inner Triplet Crisis +7 months

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Courtesy P.Bonnal

EVM Basics

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Industrialization & production ramp-up


LHC superconducting dipole magnets

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Courtesy P.Bonnal

Schedule Variance

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Courtesy P.Bonnal

Cost Variance

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Courtesy L.Evans, Ph.Lebrun

Reporting to Council

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EVM | Lessons learnt


Careful with the activities
Number of activities stay below 500
Size of the activity

80% of the activities in range 0.2% 2%

BAC

Duration of an activity

10% project duration and 3

months

Unambiguous responsibility

only one per activity

Systematics in breaking down

to ease definition and

taking over

Deliverable-oriented EVM 10 magnets out of 20


physical progress statement is more informative than a 50% complete
statement!
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Analysis of the Risks


Each risk was assigned a measure for
1.Likelihood

rare, possible, likely, frequent, very frequent

2.Impact on CERNs objectives

insignificant,

moderate, major, catastrophic

3.Impact on the interruption of operation


hours, days, weeks, months

from which a score was derived to rank


the risks.
A record was prepared for each risk giving
a description, the owner, the measure
which could be taken to mitigate it, its
cost, its score and the new score if the
mitigation measures are taken.

Based on this analysis, the


Management took the decision on how
to handle each risk. i.e. take mitigation
measures or accept it.

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LHC Project Management | in short

Strong Project Leader & control by a


central team

Quality Assurance Culture


Processes, documentation,
repositories
Design, construction, assembly,
commissioning, operation

Multi-level planning and scheduling


3 levels master, co-ordination and detailed

Deliverable-oriented EVM

Changed the culture inside the


organization
Contributed to cost
consciousness at all levels
Conveyed assurance to the
stake holders that the project
team was well in control of the
project

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With many valuable contributions


from P.Bonnal, S.Chemli, J. de
Jonghe, L.Evans, K.Foraz, Ph.Lebrun