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PEP-II at Stanford
Lowell Klaisner, Chief Engineer
January, 2002
Stanford University
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PEP-II B Factory
Total Estimated Cost (TEC) $177 million Five Years to Construct (1993-1998) Two Rings of Magnets and Vacuum Chambers in a 2.2 km tunnel Factory Requires High Up Time Replacement of an Existing Machine (PEP)
Minimum of Civil Construction Uses existing infrastructure at SLAC
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Project Environment
Competition between Cornell University (NSF) and Stanford University (DOE) Started shortly after the cancellation of the Superconducting Super Collider (SSC) Started as a Presidential Initiative President Clinton A parallel project was initiated in Japan at KEK. These projects can confirm each others data. The performance of these two projects is remarkably similar.
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Project Definition
A Major System Acquisition involving the modification of the SLAC linac and the Positron-Electron Project (PEP) storage ring to develop a facility to study the particle physics of high luminosity electron-positron collisions at center-of-mass energies in the 10 GeV region
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Project Goals
To create a facility for observing collisions of electrons and positrons with sufficient luminosity, and with particles of sufficiently different energies, to measure the extent to which charge-parity (CP) conservation is violated in the decay of B-mesons. The secondary purpose of this project is to support broad-based studies of the bottom and charm quarks, the tau lepton, and two-photon interactions all processes that require large numbers of events by providing higher luminosity than hitherto available. Although not within the scope of the PEP-II Project, a collateral program of synchrotron radiation physics would be possible.
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Implementation
To accomplish these goals, beams of electrons and positrons having unequal energies roughly 3 GeV and 9 GeV are collided so that products of the collision are moving in the laboratory rather than stationary as is the case when the two colliding beams have equal energies. To collide beams of different energies requires two storage rings, one for the 9-GeV beam (the high-energy ring) and one for the 3-GeV beam (the low-energy ring). Specialized beam optical systems were constructed at the interaction regions. To fill the storage rings with electrons and positrons, the SLAC linac was modified, beam transport lines were added in the linac enclosure, and the existing beam transport lines connecting the linac and PEP were modified.
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PEP-II RF Section
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Major Players
A collaboration between: SLAC Lead Laboratory
Linac and PEP Tunnel
The primary DOE participants: Office of Energy Research (now the Office of Science) Division of High Energy Physics (DHEP) DOE Operations Office (OAK) Stanford Site Office (SSO)
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Management Responsibilities
PEP-II PROJECT OVERSIGHT
Machine Advisory Committee Standing Committee International Team of Advisors Meet Every 6 Mos PEP-II Management
Interlab Coordinating Committee Jonathan Dorfan (SLAC Chair) William Barletta (LBL) Tony Chargin (LLNL) Meet Once Every Month
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Management Responsibilities
SLAC Director
The SLAC Director has the ultimate responsibility for designing and constructing the PEP-II Project. The Director delegated the authority to manage the PEP-II Project to Dr. Jonathan Dorfan, the PEP-II Project Director.
LBL/LLNL Directors
The LBL and LLNL Directors assure that the appropriate laboratory resources are applied to support the project. These Directors review the findings of the Machine Advisory Committee with the SLAC Director.
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Management Responsibilities
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Management Responsibilities
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Management Responsibilities
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Management Responsibilities
Deputy for Accelerator Physics
Serving as the line manager of the accelerator System Managers (HER, LER, IR, Injection, Controls and RF) Working with the Deputy for Engineering/Chief Engineer to ensure that physics design criteria are correctly interpreted in making engineering designs Planning commissioning activities for components, subsystems, and accelerators Advising the PEP-II Project Director on accelerator physics issues Serving as a member of the Configuration Control Board and as Chair of the Parameters Committee
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Management Responsibilities
Deputy for Engineering/Chief Engineer
Coordinating engineering Directing project planning, scheduling, and budgeting Overseeing the Project Management Control System Engineering standards Technical document control interlaboratory communication Serving as Configuration Manager and as a member of the Configuration Control Board and the Parameters Committee
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Management Responsibilities
System Managers (HER, LER, IR, Injection, Controls, Utilities, RF)
Planning and managing the design, construction, installation, and commissioning Serving as the Cost Account Managers for cost accounts in their subprojects Serving as members of the Configuration Control Board
PEP-II Organization
John Rees Andrea Chan Special Assistant Project Database Project Director Deputy Project Director Deputy for Accel. Physics Deputy for Eng. (Chief Eng.) Deputy to Chief Engineer Jonathan Dorfan Tom Elioff John Seeman Lowell Klaisner Tom McCarville Administration ES&H Quality Assurance Cost and Schedule Dona Jones Sandy Pierson Richard Fischer
HER System Manager [John Seeman] HER System Engineer Eric Reuter HER Mags & Supports [Bill Davies-White] HER Pwr Conversion Alfredo Saab HER RF Heinz Schwarz HER Vacuum Charles Perkins HER Diagnostics
LER System Manager Mike Zisman LER System Engineer Ron Yourd LER Mags & Supports Tom Henderson LER Pwr Conversion Terry Jackson LER RF Heinz Schwarz LER Vacuum Don Hunt LER Diagnostics James Hinkson IR IR IR IR
IR System Manager Hobey DeStaebler IR System Engineer Bob Yamamoto Mags & Supports Johanna Swan Pwr Conversion Dan Shimer
Inj System Mnager Elliott Bloom INJ System Engineer Bruce Feerick INJ Mags & Supports Bruce Feerick INJ Pwr Conversion Tony Donaldson
Cntls System Manager Tom Himel Cntls System Engineer Dave Nelson
INJ
INJ
HER
LER
HER
LER
IR
INJ
HER
LER
IR
INJ
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Management Responsibilities
PEP-II Project Cost & Schedule Manager
Maintenance of the baseline cost estimate and schedule Monthly updating of schedule progress Monthly collection of project actual costs Production of monthly Cost and Schedule Status Report Analyzing actual cost reports from the participating labs for correctness Assisting the Project Director and the Deputies in budgeting
Database Group
The Database Group is responsible for designing, developing, maintaining, and qualifying the major databases that support the project.
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Level 2 defines the major subsystems for the PEP-II collider as follows:
1.1 High Energy Ring 1.2 Low Energy Ring 1.3 Interaction Region 1.4 Injector 1.5 Controls 1.6 Utilities 1.7 Safety and Protection 1.8 Management 1.A Radio Frequency Systems
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Acty ID
Activity description
Orig Dur
Early start
Early finish
1995 1996 1997 1998 JAFEMA AP MA JUJUAU SE OC NO DEJAFEMA AP MA JUJUAU SE OC NO DEJAFEMA AP MA JUJUAU SE OC NO DEJAFE MA AP MA JUJU
Project Control
Commissioning Goals
LER Beam Energy HER Beam Energy Luminosity 2.8 to 3.5 GeV 7 to 10 GeV N/A
Experimenters Expectations
LER Beam Energy HER Beam Energy Luminosity 3.1 GeV 9.0 GeV 3 X 1033 cm-2 s-1
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80 60 40 20 0 1993
Cost
1994
1995
1996
1997
1998
1999
2000
Years
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DOE Relationships
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DOE Relationships
DOE B-Factory Project Manager:
Has the principal responsibility for the day-to-day management and administration of Plant and Capital Equipment and Operating funded BFactory project activities in accordance with guidance from the DHEP B-Factory Program Manager and the prescribed DOE Order 4700.1 (Project Management System) for a Major System Acquisition.
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Stanford/SLAC Relationship
Under the SLAC Prime Contract with the DOE, Stanford University was responsible for the construction of the PEP-II Facility monitored by the Scientific Policy Committee. Within SLAC, the PEP-II Project Director was responsible for completion of the project as defined by technical, cost, and schedule baselines. Also, he was the Associate Director for the PEP-II Division. In support of the PEP-II effort, SLAC provided technical and administrative assistance through the the existing laboratory infrastructure.
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PMCS Implementation
An experienced PMCS manager from an SSC detector project. Staffed using a consulting firm, analyze the data and prepare reports. Extra staff was added at the beginning to get the system up and running quickly. PEP-II used Primavera and Cobra to implement the PMCS Direct monthly feeds of actuals from LBNL and LLNL
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Risk Assessment
Technical Risk
High thermal loads on vacuum components (megawatts) Electron beam welding
Schedule Risk
LER magnets manufactured in China by IHEP Klystrons manufactured in Germany by Phillips Complicated interaction region
Cost Risk
Major procurements Tightening labor market (Davis-Bacon labor)
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Procurements
Advanced Procurement Plans
Procurements over $1 million or requiring special handling Chief Engineer reviewed these plans with the Oakland Operations Procurement Manager. Saves time, avoids conflict and wasted motion.
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Procurements
Managing Suppliers
Identify, Major Procurements, Critical Path Procurements, and Problem Vendors Establish intermediate milestones Visit these suppliers in person Work with them to solve problems
Specifications Partial Shipments Help them plan and anticipate problems
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Managing Float
Avoid If I am not last, I am on schedule
Generates additional unplanned costs. Adds risk by reducing float Reduces opportunity for early commissioning
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Milestone Report
Activity ID Activity Description Projected Finish Total float Baseline Finish TF -1 Mo. TF -2 Mos. TF -3 Mos. 1994 1995 1996 1997 1998
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Celebrate Milestones
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PEP-II RF Cavity
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RF Cavity
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RF Cavity Production
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RF Cavity
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PEP Rallies
Participants were bussed to one of the laboratories. The Project Director would give an overview of the status of the project. The participants would tour the local facilities. Time was set aside for food and conversation. Helped build a sense of teamwork between the organizations.
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PEP Rallies
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DOE Reviews
Weekly DOE/PEP-II Meeting Held between the DOE Project Manager, the Project Director and relevant staff to discuss current business and issues.
Monthly Review Held between the DOE Project Manager, the Project Director and their staffs to review the current status of project work and to discuss outstanding issues.
Semiannual Review (Lehman Review) A thorough review of the project's technical cost, schedule and management performance held by DOE/ER. Presentations by key project personnel addressed issues agreed to in advance by DOE and the Project Director.
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Schedule
Cost
Any change to the TEC or TPC greater than +/-$50 Million. Any single change greater than +/-$50 Million within TEC/TPC. Excludes directed changes.
Any change in TEC/TPC. Any single change to WBS Level 2 greater than +/-$10 M. Any change in cost to the TEC/TPC at change control level 1 per Table I-1
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Contingency Management
At project initiation, contingency funds amounted to $33 Million (23%) with an EAC of $144 Million. Contingency was calculated on a system by system basis. Then the contingency was lumped together and controlled by the Project Director. System Managers did not have an assigned contingency. They had to request assignment of contingency funds from the project contingency through the Change Control Process.
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Operational Readiness
The PEP-II facility is operated by the Operations Section of the SLAC Accelerator Department in accordance with the SLAC Guidelines for Operations. These documents define the roles, responsibilities and authorities of the physicists, engineers, and technicians involved in the operation of accelerator systems at SLAC, and specify guidelines governing maintenance, operator training, and responses to a variety of circumstances which may arise in accelerator operations. These were modified for the new PEP-II equipment (e.g. equipment specific lock and tag procedures)
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Project Completion
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Project Completion
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Performance
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Lessons Learned
Use a central PMCS. Use the reports from this system at reviews. The excuse that the PMCS data is wrong is unacceptable. Managers are expected to correct any errors. Avoid odd man out scheduling. Dont allow systems to automatically slip their schedule because another system has slipped. Use a vertical organization. Responsibilities are clear. Matrix organizations muddy the water. A new division was created to build PEP-II.
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Lessons Learned
Use phased commissioning if possible. Bring on upstream systems as early as possible. This allows you to find problems sooner and closes out the costs. It creates clear milestones. Dont procrastinate on hard decisions. For example, work may need to be moved from one collaborator. Use both internal and external reviews to assure the quality of the designs.
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Lessons Learned
For Congress: Fund projects on the original funding profile The best way to control cost is to stay on schedule. This often means added cost in the short term will save money overall. Celebrate milestones and, particularly, the completion of the project. Pay attention to team building.
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