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Project Management
at the LHC: a 20 year journey
Roberto Saban
 ITER Project Management Conference
 Cadarache September ...
What this talk is NOT
 A lecture on Project
Management Basics
 A description of Project
Management Tools
 A sales talk ...
CERN was founded in 1954 as a Science for
Peace Initiative by 12 European States
3
Member States: Austria, Belgium,
Bulgar...
The technologies generate innovation
ITER September 4, 2015 Roberto Saban CERN 4
Accelerators Detectors
Hadron therapy The...
The accelerator complex
ITER September 4, 2015 Roberto Saban CERN 5
ITER September 4, 2015 Roberto Saban CERN 6
The specifications of many
systems were over the state of
the art. Long R&D pr...
The LHC last week
ITER September 4, 2015 Roberto Saban CERN 7
The Medium Term Operation
ITER September 4, 2015 Roberto Saban CERN 8
LHC
Injectors
LHC
Injectors
LHC
Injectors
Q1 Q2 Q3 Q...
The LHC & its lifecycle
ITER September 4, 2015 Roberto Saban CERN 9
1983 First studies for the LHC project
1988 First magn...
Project Timeline
ITER September 4, 2015 Roberto Saban CERN 10
Project Administration
Technical Coordination & Planning
Qua...
A journey
ITER September 4, 2015 Roberto Saban CERN 11
We were convinced that we had a well-oiled
machine from LEP constru...
LHC is a mega-project
ITER September 4, 2015 Roberto Saban CERN 12
as such it contained many project types in one project
...
Committees
ITER September 4, 2015 Roberto Saban CERN 13
Few but
empoweredPLC Parameter & Layout
The PLC established and ma...
QA in the LHC Project
ITER September 4, 2015 Roberto Saban CERN 14
Configuration Management
ITER September 4, 2015 Roberto Saban CERN 15
 A set of approved and
released documents that
repr...
Quality | Processes and documents
ITER September 4, 2015 Roberto Saban CERN 16
 Naming conventions
 Document types
 Cen...
From project to installation
ITER September 4, 2015 Roberto Saban CERN 17
Functional and
Engineering
Specifications
to mak...
From installation to commissioning
ITER September 4, 2015 Roberto Saban CERN 18
CourtesyP.Bonnal,S.Chemli
Manufacturing and
Test Folder
ITER September 4, 2015 Roberto Saban CERN 19
CourtesyPh.Lebrun
The installed collider
ITER September 4, 2015 Roberto Saban CERN 20
CourtesyP.Bonnal,S.Chemli
The installed machine evolve...
Change Control
ITER September 4, 2015 Roberto Saban CERN 21
CourtesyPh.Lebrun
The Master Schedule
ITER September 4, 2015 Roberto Saban CERN 22
The strategic goals and major
milestones of the project
C...
23ITER September 4, 2015 Roberto Saban CERN
Implement and control the
flow of installation following
the main milestones o...
24ITER September 4, 2015 Roberto Saban CERN
CourtesyK.Foraz
Three levels of planning & scheduling
Sector12
Sector23
Sector...
Review of the planning
ITER September 4, 2015 Roberto Saban CERN 25
The LEP Dismantling and the LHC Construction/Installat...
EVM Basics
ITER September 4, 2015 Roberto Saban CERN 26
CourtesyP.Bonnal
Industrialization & production ramp-up
LHC superconducting dipole magnets
ITER September 4, 2015 Roberto Saban CERN 27
Schedule Variance
ITER September 4, 2015 Roberto Saban CERN 28
CourtesyP.Bonnal
Cost Variance
ITER September 4, 2015 Roberto Saban CERN 29
CourtesyP.Bonnal
Reporting to Council
ITER September 4, 2015 Roberto Saban CERN 30
CourtesyL.Evans,Ph.Lebrun
EVM | Lessons learnt
ITER September 4, 2015 Roberto Saban CERN 31
 Careful with the activities
 Number of activities sta...
Analysis of the Risks
ITER September 4, 2015 Roberto Saban CERN 32
Each risk was assigned a measure for
1. Likelihood rare...
LHC Project Management | in short
 Strong Project Leader & control by a
central team
 Quality Assurance Culture
 Proces...
With many valuable contributions from
P.Bonnal, S.Chemli, J. de Jonghe,
L.Evans, K.Foraz, Ph.Lebrun
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Project Management at the LHC: A 20 Year Journey

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Roberto Saban at Fusing the Project World conference at the ITER Project on 4 September 2015.

Roberto Saban
CERN Engineering Department Head



University Education

Laurea in Scienze dell’Informazione, University of Pisa, July 1974
M.Sc. in Computer Science, Herriot-Watt University, Edinburgh, November 1975
Technical Experience

System and application programming of mini-computers for the secondary beam lines of the SPS and participation to the operation of the experimental areas.
Computing in the embedded micro-processors for the beam instrumentation of LEP. Design and implementation of the system driving the Beam Synchronous Timing of LEP.
Participation in the setting-up of the Industrial Controls Group focusing on equipment and techniques used for process control in industry.
Leader of a multi-disciplinary team running the LHC Test String 1 and organizing the experiments.
Design and construction of the next generation facility, the LHC Prototype Full-Cell (String 2). Participation to the design of the electrical feedbox for String 2 in collaboration with BINP. Operation of the facility.
Implementation and management of the “Hardware Baseline” of the LHC Project containing then engineering documentation.
Project Leader for the Commissioning of the Technical Systems of the LHC.
Group Leader for the completion of the installation and consolidation activities and carrying out the commissioning of the technical systems of LHC.
Group Leader of the Industrial Controls and Electronics Group
Deputy Department Head of the Engineering Department Department
Head of the Engineering Department

Published in: Science
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Project Management at the LHC: A 20 Year Journey

  1. 1. Project Management at the LHC: a 20 year journey Roberto Saban  ITER Project Management Conference  Cadarache September 4th 2015
  2. 2. What this talk is NOT  A lecture on Project Management Basics  A description of Project Management Tools  A sales talk for a Project Management Product … but rather ITER September 4, 2015 Roberto Saban CERN 2 Outline CERN & the LHC Project Quality Assurance Configuration Management Documentation Planning & Scheduling Earned Value Management Lessons Learnt
  3. 3. CERN was founded in 1954 as a Science for Peace Initiative by 12 European States 3 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 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 Annual budget 1 BCHF ITER September 4, 2015 Roberto Saban CERN The Mission : research, develop technologies, train scientists
  4. 4. The technologies generate innovation ITER September 4, 2015 Roberto Saban CERN 4 Accelerators Detectors Hadron therapy The Computing Grid CAT
  5. 5. The accelerator complex ITER September 4, 2015 Roberto Saban CERN 5
  6. 6. ITER September 4, 2015 Roberto Saban CERN 6 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 technological challenges of the LHC the largest superconducting magnet system ~10’000 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 37’000 tons of StSt ultra-high cryogenic vacuum for the particle beams 10-13 atm, ten times lower than on the Moon the highest currents controlled with high precision up to 13 kA the highest precision ever demanded from the power converters 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 > 700 MJ
  7. 7. The LHC last week ITER September 4, 2015 Roberto Saban CERN 7
  8. 8. The Medium Term Operation ITER September 4, 2015 Roberto Saban CERN 8 LHC Injectors LHC Injectors LHC Injectors Q1 Q2 Q3 Q4 Q1Q2 Q3 Q4 Q1 Q2 Q3 2035 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q4Q2 Q3 Q4 Q1 Q2 Q3Q4 Q1 Q2 Q3 Q4 2029 2030 2031 2032 2033 2034 Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4 Q1 Q2Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4 Q1 Q2 2022 2023 2024 2025 2026 2027 2028 Q1 Q2 Q3 Q4 Q1 Q2Q3 Q4 Q1 Q2 Q3 Q4Q1 Q2 Q3 Q4 Q1 Q2 2020 2021 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q3 Q4 2015 2016 2017 2018 2019 PHASE 1 Run 2 Run 3 Run 4 LS 2 LS 3 LS 4 LS 5 PHASE 2 LS 4 LS 5Run 5 Run 3 Run 4 HL-LHC installation LIU installation
  9. 9. The LHC & its lifecycle ITER September 4, 2015 Roberto Saban CERN 9 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 Utilité 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- 2009 Beam commissioning 2009- 2035 Physics 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
  10. 10. Project Timeline ITER September 4, 2015 Roberto Saban CERN 10 Project Administration Technical Coordination & Planning Quality Assurance Plan  Engineering Documentation  Procurement Process  Manufacturing Process  Test Results Earned Value Management  Interfaced to accounting system  Actual Costs  Interfaced to contract management system  Interfaced to human resource management system  In-kind contributions Member States asked CERN Management to set up an appropriate Project Control System
  11. 11. A journey ITER September 4, 2015 Roberto Saban CERN 11 We were convinced that we had a well-oiled 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  for the control of the cost they consisted in precise but rudimentary accounting tools showing expenditure versus time  with no link between them CourtesyL.Evans
  12. 12. LHC is a mega-project ITER September 4, 2015 Roberto Saban CERN 12 as such it contained many project types in one project A single PM methodology could not be imposed, instead it had to become and aggregation of practices CourtesyP.Bonnal
  13. 13. Committees ITER September 4, 2015 Roberto Saban CERN 13 Few but empoweredPLC 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. Machine Advisory Monitored progress, cost and availability of resources. Helped to sort out difficult technical issues.
  14. 14. QA in the LHC Project ITER September 4, 2015 Roberto Saban CERN 14
  15. 15. Configuration Management ITER September 4, 2015 Roberto Saban CERN 15  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 controlled way  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 InspiredbyP.E.Faugeras
  16. 16. Quality | Processes and documents ITER September 4, 2015 Roberto Saban CERN 16  Naming conventions  Document types  Central repository and procedures for  the handling of documents  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. Engineering Data Management System
  17. 17. From project to installation ITER September 4, 2015 Roberto Saban CERN 17 Functional and Engineering Specifications to make people describe their requirements, their interfaces, their engineering Engineering Change Request/Order 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 CourtesyP.Bonnal,S.Chemli
  18. 18. From installation to commissioning ITER September 4, 2015 Roberto Saban CERN 18 CourtesyP.Bonnal,S.Chemli
  19. 19. Manufacturing and Test Folder ITER September 4, 2015 Roberto Saban CERN 19 CourtesyPh.Lebrun
  20. 20. The installed collider ITER September 4, 2015 Roberto Saban CERN 20 CourtesyP.Bonnal,S.Chemli The installed machine evolves Components are exchanged New components are installed The configuration changes Engineering Change Request/Order 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
  21. 21. Change Control ITER September 4, 2015 Roberto Saban CERN 21 CourtesyPh.Lebrun
  22. 22. The Master Schedule ITER September 4, 2015 Roberto Saban CERN 22 The strategic goals and major milestones of the project CourtesyK.Foraz
  23. 23. 23ITER September 4, 2015 Roberto Saban CERN Implement and control the flow of installation following the main milestones of the master schedule Baseline ! CourtesyK.Foraz Three levels of planning & scheduling
  24. 24. 24ITER September 4, 2015 Roberto Saban CERN CourtesyK.Foraz Three levels of planning & scheduling Sector12 Sector23 Sector34 Sector45 Sector56 Sector67 Sector78 Sector81 InjectionLine2 InjectionLine8
  25. 25. Review of the planning ITER September 4, 2015 Roberto Saban CERN 25 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 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
  26. 26. EVM Basics ITER September 4, 2015 Roberto Saban CERN 26 CourtesyP.Bonnal
  27. 27. Industrialization & production ramp-up LHC superconducting dipole magnets ITER September 4, 2015 Roberto Saban CERN 27
  28. 28. Schedule Variance ITER September 4, 2015 Roberto Saban CERN 28 CourtesyP.Bonnal
  29. 29. Cost Variance ITER September 4, 2015 Roberto Saban CERN 29 CourtesyP.Bonnal
  30. 30. Reporting to Council ITER September 4, 2015 Roberto Saban CERN 30 CourtesyL.Evans,Ph.Lebrun
  31. 31. EVM | Lessons learnt ITER September 4, 2015 Roberto Saban CERN 31  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!
  32. 32. Analysis of the Risks ITER September 4, 2015 Roberto Saban CERN 32 Each risk was assigned a measure for 1. Likelihood rare, possible, likely, frequent, very frequent 2. Impact on CERN’s 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.
  33. 33. 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 Roberto Saban CERN 33ITER September 4, 2015 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 ✔
  34. 34. With many valuable contributions from P.Bonnal, S.Chemli, J. de Jonghe, L.Evans, K.Foraz, Ph.Lebrun

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